Ijmet 10 01_061

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International Journal of Mechanical Engineering and Technology (IJMET)
Volume 10, Issue 01, January 2019, pp. 600–611, Article ID: IJMET_10_01_061
Available online at http://www.iaeme.com/ijmet/issues.asp?JType=IJMET&VType=10&IType=1
ISSN Print: 0976-6340 and ISSN Online: 0976-6359
© IAEME Publication Scopus Indexed
ROLE OF TRAINING ON EMPLOYEES
PERFORMANCE AND
ORGANIZATIONAL EFFECTIVENESS
Dr. Debi Prasad Das
Assistance Professor, School of Management, KIIT university, India
Mengistu Guliti Buba (MBA)
Research scholar, School of Management, KIIT university, India
ABSTRACT
Human resource is an asset to any organization and as a result training has become
an issue that has to be faced by every organization. The main objective of this study was
to determine whether training has an outcome on employee performance and
organizational effectiveness. This study is both qualitative and quantitative in nature.
In order to address the objective of the study, descriptive study design was used in which
data was collected across a sample population through simple random sampling. Two
hundred thirty-four (234) questionnaires were distributed for the collection of data and
223 were filled and returned back. The methodologies that were used to collect the data
were questionnaire and interview augmented by different literature's found in the
organization. Results show that training and delivery style have effect on employees
performance and also training design have positively affect the overall organizational
performance, the organizations predominantly used on-the-job training method, though
there is a trade-off between the two methods and less emphasis has been given to off-
the-job training methods, the major challenges of human resource training programs
of organizations are shortage of training materials, shortage of budget for employee
training's, absence of training needs assessment. Hence, it is better if organizations
design a training program based on the need assessment result or the requirements of
the job and employee deficiency of ability for the job in order to increase individual as
well as the overall organization performance.
Keywords: Employee, Employee performance, Organizational effectiveness, Training
design.
Cite this Article: Dr. Debi Prasad Das and Mengistu Guliti Buba (MBA), Role of
Training on Employees Performance and Organizational Effectiveness International
Journal of Mechanical Engineering and Technology, 10(01), 2019, pp. 600–611.
http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=10&IType=1
1. INTRODUCTION

Role of Training on Employees Performance and Organizational Effectiveness
Training is a learning process whereby people acquire the necessary skills and Knowledge to
enhance the achievement of organizational goals. Since learning process is tied to a variety of
organizational purposes, training provides employees with specific, identifiable knowledge and
skills for use on their present job. It is no longer a question of whether an organization wants to
develop its human resources or whether it should develop its human resources, it is a matter of
survival (Mathis, et al, 2008). In the public sector organizations, human resource occupies
central place. It is the most dynamic and changing resource due to its creative abilities as
compared to the other. The most precious asset that can contribute greatly to the organizational
efficiency and effectiveness is the human resource of organization (Muhamad, 2009).
In reality only Recruiting, selecting, orienting and then placing employees in jobs do not
ensure success. Most of the time there may be a gap between employee knowledge and skill
and what the job demand. The gap must be filled through training programs. Hence, personnel
training and retraining is one of the major works that organizations attempt to maintain the
competency levels of their human resources, increase their adaptability to changing
organizational demands, and it can bring also tangible benefits to both the organization and the
employees. Furthermore, training can improve the relation between the employees and their
immediate supervisor. It also helps in understanding and implementing organizational policies
(Scarpello & Ledvinka, 1988). Niazi (2011) said in his study that training and development is
for both employee and organization. Aldamoes, et al, (2012), explain in his study that highly
skillful and knowledgeable staff is very necessary for the improvement of the organization. It
has been generally assumed that training of employee in any organization can assist to improve
an individual’s level of self-awareness, increase individual’s motivation to perform his /her job
well (Wexley and Nemeroff, 1975). The medical field is ever changing and evolving. So that
the knowledge required of medical interpreters to do the job well. Breakthrough in health care
are discovered and introduced into mainstream care on a regular basis. These changes are not
limited to terminology and treatments but extend to an evolving code of ethics that reflects
cultural and societal evolution. To stay in touch with these advancements, medical interpreters
must periodically attend continuing education, training, seminars, and workshops to keep their
skills and knowledge sharp and current (Dargahi and Khosravi, 2010). Many organizations in
Ethiopia and indeed the health sectors engaged in training of staffs because the delivery of
efficient and effective training is required to enhance the productivity of employees and
improve their performance. organizations are one of such organization that has been
participating in training of employees for a long period of time. However, for a certain condition
it appears that training in Hospital is not systematic and absences of follow up are some of the
problems facing in the organization. These problems later on lead the organizations to
decrements of optimum man-task relationship. Hence, this study takes in to consideration of
these problems and attempts to give answers to the following basic research questions. The
main intentions of this study were to investigate the training programs of organizations on
performances of employees and organizational effectiveness.
2. OBJECTIVE
The objective of the study was to investigate the role of training on employee’s performance
and organizational effectiveness: an evidence from some public sector in Ethiopia.
3. REVIEW OF RELATED LITERATURE
3.1. Overview about training and Human resource management
The overall purpose of HRM (or people management) is to ensure that the organization is able
to achieve success through people and it aims to increase organizational effectiveness and

Dr. Debi Prasad Das and Mengistu Guliti Buba (MBA)
capability to accomplish its goals by making the best use of the human resources available to it
(Armstrong, 2010). Moreover, many organizations spend much money on training, believing
that training will improve their employee’s performance and hence the firm’s productivity.
Different authorities defined the term training in different ways. However, the concept remains
similar. Foot and Hook (2005) defined training as a planned process to modify attitudes,
knowledge or skill behavior through learning experience to achieve effective performance in
an activity or range of activities. Its purpose is to develop the ability of the individual and
satisfy the current and future needs of the organization. For Byar and Rue (2006) training is a
learning process that involves the acquisition of knowledge, skills and abilities (KSA) necessary
to successfully perform a job. Similarly, Dessler (2005) defined as, training is the method used
to give new or present employees the skills they need to perform their jobs.
Training is an imperative tool for the organization to regenerate the performance of all the
personnel for organizational growth and success. This emphasis can also be partly attributed
to the new emerging values of humanism and humanization. Because, today we believe that an
organization’s competitive success is achieved through people. Furthermore, with the increased
emphasis on creativity and autonomy, which people are increasingly acquiring and enjoying in
the society, the anticipation of people are fast changing. In order to cope up with the fast changes
in requirement of skill and knowledge, the need for systematic training is now felt in almost all
organizations (C.B. Gupta, 2001).
Human resource is a key to determining organizational success (Abdul-Aziz et al, 2011).
The effectiveness and efficiency as well as success of an organization therefore lies on the
people who form and work within the organization. Therefore, it follows that the employees in
an organization to be able to perform their duties and make meaningful contributions to the
success of the organizational goals need to acquire the relevant skills and knowledge
(Armstrong, 2010). Moreover, the aim of employee training is to increase the capabilities and
potential of employees in carrying out their duties. Effective and efficient training program
contribute significantly to the improvement of organizations’ competitiveness, productivity,
sustainability and the quality of product/ service to customers; reduce the need for close
supervision, increased moral and adaptability to new methods (Cowling and Mailer, 1998).
Hence, training programs have a lot of importance for employees as well as for the organization
if it carried out in a planned and systematic way.
3.2. Training Design and Training Delivery
If an employee feels well trained, they automatically commit their full effort to the successful
accomplishment of the organization’s objectives (Coho & Bowleg, 2007). Mentioned some of
the most noticeable independent variables affecting training, one of the factors are training
design as cited (Abeeha, Bariha, 2012). Training program should be designed based on
principles. That means general principles have to be taken in to consideration while designing
training programs. Tracy (1984) listed out the following principles of designing training
programs: Training requires the full commitment and support of top management, supervisory
personnel and collective bargaining unit, Training programs and activities must focus on
problems that can be solved by training – remediation of deficiencies in knowledge, skill
and attitude; not on management problems, performance deficiency attributable to in
appropriate performance standards, inadequate supervision, dissatisfaction with working
conditions, etc.
Jenette (2014) states that, training program is constructed in terms of the achievement of
objectives. The crucial question, therefore, is not what topics to cover but what the trainer wants
the participants to value, understand, or do with the topic. Even if the subject you are covering
seems very vague or intuitive, you'll still want to have a concrete way to measure what

participants learn. Therefore, the effectiveness of training process is shown by measurement,
selection and content efficiency which represent the proportion of the training resources that
have effectively consumed on the course (Alyahya & Norsiah, 2014).
Training is indispensable components of strategic human resources management and it has
distinct role for the achievement of organizational goal by incorporating the interests of the
organization and the workforce (Armstrong, 2010). The principal purpose of training is mainly
to improve knowledge and skills, and to change attitudes or behavior. Changing technology
requires that employees possess the knowledge, skills and abilities needed to cope with new
processes and production techniques. Hence, Training can bring tangible benefits to both the
organization and employees (Switzer, et al., 2005).
3.3. Employee Performance
Employee performance is important building blocks of an organization and factors which lay
the foundations for high performance must be analyzed by the organization. Since every
organization cannot be progress by one or two individual effort, it is collective efforts of all the
members of the organization. Performance is a major multidimensional construct aimed to
accomplish results and has a strong link to strategic goals of an organization (Mwita, 2000).
Employee performance depends on many factors like job satisfaction, knowledge and
management but the most important factor of employee Performance is training and
development (Fakhar and Khan, 2008). Armstrong (2010) states that employee performance is
normally looked at in terms of outcomes. Nevertheless, it can also be looked at in terms of
behavior. There are a number of measures that can be taken into consideration when measuring
employee performance for example using of productivity, profitability, efficiency,
effectiveness and quality, Ahuja (1992) as briefly explained hereafter. The measure of how
much output is produced per unit of resources employed, Profitability is the ability to earn
profits consistently over a period. It is expressed as the ratio of gross profit to sales or return on
capital employed, Efficiency is the ability to produce the desire outcomes by using as minimal
resources as possible, Effectiveness is the ability of employees to meet the desired
objectives or target, Quality is the characteristic of products or services that bear an ability to
satisfy the stated or implied needs. It is increasingly achieving better products and services at a
progressively more competitive price. Moreover, as noted by Draft (1988), it is the
responsibility of the company managers to ensure tha the organizations strive to and thus
achieve high performance levels.
3.4. Conceptual Framework for Relationship between Training Performance and
Organizational Effectiveness
Relationship between training and its effect on performance and organizational
effectiveness
Source: Raja, Furguan, Mohammed (2011), Modified by the researcher based on objectives
and literature's reviewed.

4. METHODOLOGY
The research design used in this study was descriptive study design with qualitative and
quantitative methods of analyzing the data collected from respondents. Therefore, the focus
was at the hospital and offices that has a total population of five hundred sixty-seven (567)
employees. Among those employees 234 were selected.
After identifying the population, the researcher had employed probability (simple random
sampling) technique to collect relevant data from the population of the study and the reason
behind using simple random sampling technique was because each member of the population
has equal chance of being selected. Out of 567 employees who are working in the study area,
questionnaires were distributed to 234 employees working in permanent base. In addition, the
researcher had conducted interview for the HR manager. For the proper achievement of the
objectives of the study, the researcher had relied on using primary and secondary sources of
data. The primary data were collected from employees and managers of the selected
organization using questionnaire, to supplement the primary data; secondary data which had
relevance to the study were collected from documents and organization reports that has related
to the study. The empirical data collection tools used was questionnaires, and structured &
unstructured interview to collect data. The purpose of questionnaires was to investigate the
effectiveness of training on employee’s performance and to see the role that the hospital plays
in the training of its employees to bring organization effectiveness. The semi-structured
interview was conducted to collect data from HR manager of the hospital. In addition,
secondary sources of information were gathered from some organizations HRM manual,
organization report, books and journals related to the study, and previous researches. In these
procedures the researcher had collected data about the effects of training on workers
performance and the required data in the description of organizational effectiveness were
training design and delivery methods. Therefore, through this strategy the researcher recognized
the status of the organizational effectiveness from the training that they offer for their
employees based on the information which were collected through this strategy.
5. ANALYSIS
This chapter deals with the comprehensive analysis, discussion of the data gathered via
questionnaires, interview and review of related literature in line with research questions and
research objectives. Accordingly, this chapter includes the discussion regarding the role of
training on employee performance and organizational effectiveness.
Table 5.1 Design of Training Related to Organization Effectiveness
No. Items Response Frequency percent Cumulative percent
1
Your organization
conducts training
need assessment
Strongly disagree 21 9.4 9.4
Disagree 115 51.6 61
Neutral 9 4 65
Agree 71 31.8 96.9
Strongly agree 7 3.1 100
Total 223 100
2
The training
program designed
Disagree 98 43.9 54.3

was based on job
requirement or
employee’s
deficiency of ability
for the job
Neutral 13 5.8 60.1
Agree 79 35.4 95.5
Total 223 100
3
It was given
sufficient
information on the
objective of the
training before my
arrival
Disagree 71 31.8 42.6
Neutral 8 3.6 46.2
Agree 94 42.2 88.3
Total 223 100
4
The culture of the
organization is good
in providing
training, am
specialized in
providing services
to clients
Disagree 107 48 53.4
Neutral 11 4.9 58.3
Agree 79 35.5 93.7
Total 223 100
(Source: Own survey, 2017)
Usually, before training programs are organized efforts are being made through individuals
and organizational appraisals to identify the training needs (Olaniyan et al, 2008; Mathis, et al,
2008). As Huang (2001) states, assessing the needs for training is particularly important,
because if this is not doing an organization cannot be assured that the right type of training is
being provided to its employees. Within this fact the researcher asked the employees of the
sample organizations to rank whether training is designed based on training need assessment or
not and 21(9.4%), 115(51.6%), 9(4%), 71(31.8%), and 7(3.1%) of the respondent replied that
strongly disagree, disagree, neutral, agree, and strongly agree the need assessment respectively.
As the responses showed that the organizations were not thoroughly conduct training need
assessment. So, they should think over it again and again. Regarding whether the training
program was designed based on the requirements of the job, the respondent replied that,
23(10.3%) and 98(43.9%) replied that strongly disagree and disagree, whereas 79(35.4%) and
10(4.5%) of them replied agree and strongly agree, the rest 13(5.8%) of them are neutral. As
the responses showed that the organizations were not in a position to design the training
programs based on the requirements of the job or employee deficiency of ability for the job. In
relation to this, Tracy (1984) states that Training programs must be developed through a
systematic process. They must be built on a firm foundation of precisely defined job
performance requirement. And the material used must be structured to provide integrate skills
building and sequence of learning experience. Concerning whether providing enough
information on the objective of the training, 94(42.2%) and 26(11.7%) of the respondent
strongly agree and agreed on the issue stated above, whereas 24(10.8%) and 71(31.8%) strongly

disagreed and disagreed the rest 8(3.6%) of them are neutral on the statement stated. Even if,
some of the respondents responded that they don’t have enough information on the objective of
the training, more than a half of the respondents were know the objectives of the training. As
in Item 4 from the table shows, the extent to which the culture of the organization is good
enough to provide training on time and ultimately helps to employees in giving and delivering
better services for clients. Therefore, from the total respondent’s majority were disagreed that
represents 107(48%) and the second largest respondents agreed that representing 79(35.5%).
Whereas, 14(6.3%) respondents agreed and 12(5.4%) were strongly disagree the remaining
11(4.9%) of them are neutral on the issue which is stated earlier. We can infer from the result
that; the culture of the organization is not good in providing training on time that hinder
employees in order to capture the required knowledge and for the provision of on time services.
Table 5.2 Effects of training on employee performance
No Items Response Frequency Percent Cumulative Percent
1
Training helped me to
improve my interest in
job performance
Strongly
disagree
11 4.9 4.9
Disagree 40 17.9 22.9
Neutral 6 2.7 25.6
Agree 144 64.6 90.1
Total 223 100
2
Employee become
more committed
towards their job after
getting training
Strongly
disagree
12 5.4 5.4
Disagree 44 19.7 25.1
Neutral 14 6.3 31.4
Agree 131 58.7 90.1
Total 223 100
3
Because of the
knowledge, skill and
behavioral change that
I received from the
training I can
accomplish activities
efficiently
Strongly
disagree
4 1.8 1.8
Disagree 43 19.3 21.1
Neutral 3 1.3 22.4
Agree 151 67.7 90.1
Total 223 100
4 Training lead you to
Strongly
disagree
12 5.4 5.4

be satisfied with your job Disagree 65 29.1 34.5
Neutral 10 4.5 39
Agree 104 46.6 100
Strongly agree 32 14.3
Total 223 100
5
Work knowledge is
increased through
training program
Strongly
disagree
3 1.3 1.3
Disagree 54 24.2 25.6
Neutral 8 3.6 29.1
Agree 134 60.1 89.2
Total 223 100
(Source: Own survey, 2017)
As shown in table 5.2 above, majority i.e. 144(64.6%) of the respondents confirmed that
training helped them to improve interest on their job performance also 22(9.9%) of them
strongly agreed with this issue. On the contrary, 40(17.9%) and 11(4.9%) of the respondents
were disagree and strongly disagree that training do not helped them to improve interest in their
job performance. The remaining respondents representing 6(2.7%) of them were responded
neutral. From this one can recognized that training improved interest in job performance.
Moreover, in relation to this issue an interview was forwarded to HR manager whether training
improved interest in job performance and how do you measure job performance, she confirmed
that like any other organization, training in the organization aim at improving interest in job
performance, skill deficiency of employees through developing job-related training. If a given
training results in job related skills of the skill-deficiency employees, thus their job
performance, it said to be effective in their job. Information obtained through interview, the
selected organization do not adopt sound methods to evaluate the effectiveness of their training
programs. In relation the above survey there is a literature explains that integrated performance
measurement systems are nowadays very common and extensively utilized in private
companies, and they have become popular also in public organizations. The procedures and
recommendations for the development and implementation of a performance measurement
system have been developed from the perspective of enterprises and mainly large industrial
companies. In knowledge-based public organizations the problems from the management’s
point of view in these organizations are diversity of objectives and goals, unclear command
chain and defective flow of information (Rantanen and Oikarinen, 2004). In addition to this, as
Brainard (2005) states that Since, People are arguably one of the most valuable resources in an
organization; thus, it is important to understand the return on investing in human capital.
Concerning commitment of employees towards their job after getting training majority of the
respondents representing 131(58.7%) were agreed that Employee become more committed
towards their job after getting training and 22(9.9%) of the them also strongly agreed with the
raised issue. Whereas, 44(19.7%) and 12(5.4%) of the respondents were replied disagree and
strongly disagree with the stated issue, respectively. Among the respondents 14(6.3%) were
responded neutral to the above statement. Even if there are some points that makes employees

not committed, majority of the respondents are happier and committed for their work and for
the organization since there is good training practices. Training leads to an increase in the
quality of labor, by equipping employees with greater skills and knowledge (and possibly
fostering greater effort) (Laplagne et al, 1999). Training is given to any employee by any
organization with the intention of improving skills, knowledge, and to bring. Attitude change
and new capability. Within this reality the researcher asked the respondents of sample on how
the organization was benefited from employees training by improving employees’ skills,
knowledge, attitude change and can accomplish activities efficiently, the majority 151(67.7%)
of the respondents replied their agreements on because of the change in knowledge, skill and
behavior through training can accomplish activities efficiently. And the rest 43(19.3%),
22(9.9%), 4(1.8%) and 3(1.3%) were responded that disagree, strongly agree, strongly disagree
and neutral on the issue stated above, respectively. In this case, we can conclude that employees
can accomplish their activities efficiently because of the change in skill, knowledge and
behavioral change through training. Regarding employees training with reference to increase
job satisfaction by respondents, majority of the respondents representing 104(46.6%) agreed
that job satisfaction increase through training and 65(29.1%), 12(5.4%), and 32(14.3%), of them
were responded disagree, strongly disagree, and strongly agree on the issue, respectively.
Whilst, 10(4.5%) of respondents reported that neutral to the stated issue. As depicted in table
4.2 above, 134(60.1%) of the respondents were agreed on the statement work knowledge is
increased through training and 24(10.8%) of them also strongly agreed on the issue. However,
54(24.2%) of them were expressed their disagreement on the stated issue, in addition, 8(3.6%)
of the respondents were neutral on the issue. This implies that work knowledge is increased
through training. In relation to this issue Amisano (2000) again states that Training programs
increase an employee's job knowledge. An increase in job knowledge means that the employee
will feel more comfortable doing his job and will perform at a high level.
Table 5.3 Effectiveness of organization through training
No items Response Frequency Percent Cumulative Percent
1
Training reduces
turnover rate of
the organizations
Disagree 48 21.5 28.7
Neutral 32 14.3 43
Agree 123 55.2 98.2
Total 223 100
2
I consider that
expertise and
excellence are
possible in the job
after training
Disagree 115 51.6 59.6
Neutral 36 16.1 75.8
Agree 46 20.6 96.4
Total 223 100
3
I consider that
after training I
disagree 56 25.1 30.9

may be able to
support the
organizations
value
neutral 16 7.2 38.1
agree 129 57.8 96
Strongly agree 9 4 100
Total 223 100
(Source: Own survey: 2017)
As depicted in table 5.3 above, 123(55.2%) of the respondents were agreed that training
reduces turnover rate of employee and 4(1.8%) of them also strongly agreed on the issue.
However, 48(21.5%) of them were expressed their disagreement on the stated issue, in addition,
32(14.3%) of the respondents were neutral on the issue. This implies that training reduces rate
of turnover of employee in the organization. In order to strengthen this issue, As Cole (2002)
states, training brings a sense of security at the workplace which reduces labor turnover and
absenteeism is avoided. With regard to the possibility of having expertise and excellence in the
job after training, majority 115(51.6%) of the respondents were disagreed and 18(8.1%) of them
were strongly disagreed on the possibility of having expertise and excellence after training.
Whereas, 46(20.6%) and 8(3.6%) of them were agreed and strongly agreed on the issue stated
above, respectively. Among the total respondents, 10(4.5%) were neutral on the issue. This
clearly indicates that after training trainees do not have the possibility of being expertise and
excellence, may be this is due to absence of training design specially training was not based on
need analysis, this survey is contrary to the literature because according to Cole (2002), training
can help to improve the availability and quality of staff and it can provide recognition, enhanced
responsibility and the possibility of increased pay and promotion. As shown in the same table,
item 3, 129(57.8%) of the respondents agreed that after training I will be able to support the
hospital value and 16(7.2%) of them were replied neutral to the issue. While, 56(25.1%) and
13(5.8%) of the respondents were disagreed and strongly disagreed to the issue stated above,
respectively. This implies that training increase the value of the hospital. This may be due to by
increasing quality of service, meeting the demand of the customer by increasing quantity.
6. CONCLUSION
Based on the findings of the study the following conclusions were drawn from the supported
materials and results of the study it is concluded that organizations have been involved in a
reasonable training over the past few years. Hence, this continuous employee training has a
substantial contribution in the development of individual and organizational performance of the
hospital. Interview with the HR manager and responses from respondents indicated that training
in organizations is not as planned and systematic as the organization would have wanted to have
it. Moreover, organizations have human resource training policy; it was not yet communicated
to the employees. From this the researcher concludes that unless training policy has not
informed to all members of the hospital to have a common understanding its presence has no
contribution to the effectiveness of training program. On the top of this, the hospital
predominantly relied on on-the-job training method and may lose the advantages of off-the-job
training methods. Employees of organizations are not satisfied with the present training design
(objectives of the training, content and training method) and delivery style including the training
materials and learning principles of the training program. From this, the researcher understands
that the training given by the hospital is not transferred at the required level and which intern
will decrease individual and organizational performance. Employees of organizations have an
average performance level (mean score of 3.72) since they were not satisfied enough with the
present design and delivery of the training program. Moreover, from the correlation analysis

result it can be concluded that training design and delivery styles are positively and significantly
correlated with the dependent variables organizational and employee performance. Therefore,
training has a positive and significant effect on individual and organizational performance. The
result of the study also reveals that shortage training materials, shortage of budget for employee
training's, training needs assessment, low awareness of the importance of training programs are
the major challenges of human resource training. From this the researcher can conclude that it
is difficult to give meaning full training that can transfer to the actual job and bring change in
the achievement of organizational goals.
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