This document summarizes a research study that examined the impact of training and development, training design, and on-the-job training on employee commitment in the banking sector of Pakistan. The study found a positive relationship between the independent variables of training and development, training design, and on-the-job training, and the dependent variable of employee commitment. However, the strength of the relationships was not very high, indicating there are other factors that influence employee commitment beyond these training variables alone. The study was conducted using a questionnaire distributed to employees at two banks in Pakistan.
Job Satisfaction and Training of Employeesdeshwal852
Human resource is very important and the backbone of every organization. Organizations invest huge amount on the human resource capital because the performance of human resource will ultimately increase the performance of the organization. Training helps the employees to update their knowledge,
enhance their skills and ultimately improves their performance and productivity which leads to job satisfaction. The purpose of the present study was to compare the job satisfaction of employees before and after the training programmes. A sample of fifty employees working in private organizations in
Delhi was selected randomly for the study. The data was interpreted with the help of mean, standard deviation and ‘t’ test. The result of the study showed that there was significant difference between job satisfaction before and after training programmes. Employees have high degree of job satisfaction after training.
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.
Job Satisfaction and Training of Employeesdeshwal852
Human resource is very important and the backbone of every organization. Organizations invest huge amount on the human resource capital because the performance of human resource will ultimately increase the performance of the organization. Training helps the employees to update their knowledge,
enhance their skills and ultimately improves their performance and productivity which leads to job satisfaction. The purpose of the present study was to compare the job satisfaction of employees before and after the training programmes. A sample of fifty employees working in private organizations in
Delhi was selected randomly for the study. The data was interpreted with the help of mean, standard deviation and ‘t’ test. The result of the study showed that there was significant difference between job satisfaction before and after training programmes. Employees have high degree of job satisfaction after training.
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.
The Effectiveness of Human Resource Management PracticesWaqas Tariq
An effective human resource management practices namely employee empowerment, training and development, appraisal system compensation are the main factor for the success of a firm on employee retention. In this study, we aim to study how employees regard importance of their empowerment, equity of compensation, job design through training and expectancy toward effective performance management on their retention. Quantitative data was collected using the non probability self administered questionnaire that consist of questions with 5-points Likert scales distributed to our samples of 278 individuals. By using a multiple regression analysis, it is found that a, training and development, appraisal system compensation are significant to employee retention except employee empowerment. Base on the results, training, compensation and appraisal is a fundamental consideration for University of Y lecturers¡¯ retention decision; while empowerment is less fundamental to lecturers¡¯ consideration as this can be attributed to the Asian culture characteristic of higher authority conformity.
There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Journal will bring together leading researchers, engineers and scientists in the domain of interest from around the world. Topics of interest for submission include, but are not limited to
The Effect of Human Resources Practice on the Job Satisfaction of Employees a...inventionjournals
HRM practices are factors that need attention in the organization, and fundamental to be able to create work and achievement of organizational goals. Policies and practices that were able to overshadow every member of the organization will bring members of the organization or employee satisfaction. Otherwise, with the satisfaction of members of the organization to the policies and practices that can reduce absenteeism, lower turnover rate of employees, and can increase the productivity of the organization as a result of increasing individual productivity. The demand for the development of human resources are getting more quality driven by advances in technology, trade and so are likely to require professionalism and quality of human resources of the organization. For the Human Resources management presence is needed by organizations both governmental organizations and private organizations. This research is use a primary research are including data collected by the researchers, research instruments were questionnaires. This research was conducted during October 2012 to January 2013, where the object of this study is LPMP in North Maluku Province was located in the city of Tidore Islands and the subjects of this study were employees. The population in this study is amounted on 57 people. The results also show that the compensation has a dominant influence on employee satisfaction. HRM practices in LPMP North Maluku province, such as placement, remuneration, career opportunities, training and development, then performance assessment are good enough and simultaneously significant effect on employee satisfaction LPMP in North Maluku provinces
The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
Overview of the Effect of Employee Training on Organizational Perf.docxgerardkortney
Overview of the Effect of Employee Training on Organizational Performance .There has been a general resistance to investment in training in organizations until recently because of the presumption that employees hired under a merit system are qualified and trained for their jobs (Okotoni and Erero, 2005). It was further assumed that if that was not the case then it means that initial selection of personnel was faulty (Stahl, 1956). This assumption no longer holds as the need for training became evident in all sectors (Okotoni and Erero, 2005). Training offers a way of “developing skills, enhancing productivity and quality of work, and building worker loyalty to the firm” (http://www.bls.gov/oco/ocos021.htm).
Training has become the Holy Grail to some organizations, an evidence of how much the management truly cares about its workforce (Hamid, 2011). Hamid (2011) went further to say that the effectiveness with which organizations manage, develop, motivate, involve and engage the willing contribution of those who work in them is a key determinant of how well these organizations perform.
The importance of training has become more obvious given the growing complexity of the work environment, the rapid change in organizations and technological advancement which further necessitates the need for training and development of employees to meet the challenges. Training helps to ensure that organizational members possess the knowledge and skills they need to perform their jobs effectively, take on new responsibilities, and adapt to changing conditions (Jones, George and Hill, 2000). Similarly, training helps improve quality, customer satisfaction, productivity, morale, management succession, business development, profitability and organizational performance.
Usually, before training programmes are organized efforts are made through individuals and organization’s appraisals to identify the training needs (Olaniyan & Ojo, 2008:327). After the training programmes, an evaluation is carried out to ascertain the effectiveness of the programme in line with the need, which had been identified (Olaniyan & Ojo, 2008). The essence of evaluation is to know the extent to which the training has positively affected the employee’s productivity. Organization’s development follows the development of individual who form the organization. It therefore follows that no organization becomes effective and efficient until the employee has acquired and applied the required skills and knowledge.
Conceptual Framework
Training has been defined differently by different authors. It 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, Saks and Moore, 2007:252). Another concept opines that training primarily focuses on teaching organizational members on how to perform their current jobs and helping them acquire the knowledge and skills .
The Effectiveness of Human Resource Management PracticesWaqas Tariq
An effective human resource management practices namely employee empowerment, training and development, appraisal system compensation are the main factor for the success of a firm on employee retention. In this study, we aim to study how employees regard importance of their empowerment, equity of compensation, job design through training and expectancy toward effective performance management on their retention. Quantitative data was collected using the non probability self administered questionnaire that consist of questions with 5-points Likert scales distributed to our samples of 278 individuals. By using a multiple regression analysis, it is found that a, training and development, appraisal system compensation are significant to employee retention except employee empowerment. Base on the results, training, compensation and appraisal is a fundamental consideration for University of Y lecturers¡¯ retention decision; while empowerment is less fundamental to lecturers¡¯ consideration as this can be attributed to the Asian culture characteristic of higher authority conformity.
There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Journal will bring together leading researchers, engineers and scientists in the domain of interest from around the world. Topics of interest for submission include, but are not limited to
The Effect of Human Resources Practice on the Job Satisfaction of Employees a...inventionjournals
HRM practices are factors that need attention in the organization, and fundamental to be able to create work and achievement of organizational goals. Policies and practices that were able to overshadow every member of the organization will bring members of the organization or employee satisfaction. Otherwise, with the satisfaction of members of the organization to the policies and practices that can reduce absenteeism, lower turnover rate of employees, and can increase the productivity of the organization as a result of increasing individual productivity. The demand for the development of human resources are getting more quality driven by advances in technology, trade and so are likely to require professionalism and quality of human resources of the organization. For the Human Resources management presence is needed by organizations both governmental organizations and private organizations. This research is use a primary research are including data collected by the researchers, research instruments were questionnaires. This research was conducted during October 2012 to January 2013, where the object of this study is LPMP in North Maluku Province was located in the city of Tidore Islands and the subjects of this study were employees. The population in this study is amounted on 57 people. The results also show that the compensation has a dominant influence on employee satisfaction. HRM practices in LPMP North Maluku province, such as placement, remuneration, career opportunities, training and development, then performance assessment are good enough and simultaneously significant effect on employee satisfaction LPMP in North Maluku provinces
The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
Overview of the Effect of Employee Training on Organizational Perf.docxgerardkortney
Overview of the Effect of Employee Training on Organizational Performance .There has been a general resistance to investment in training in organizations until recently because of the presumption that employees hired under a merit system are qualified and trained for their jobs (Okotoni and Erero, 2005). It was further assumed that if that was not the case then it means that initial selection of personnel was faulty (Stahl, 1956). This assumption no longer holds as the need for training became evident in all sectors (Okotoni and Erero, 2005). Training offers a way of “developing skills, enhancing productivity and quality of work, and building worker loyalty to the firm” (http://www.bls.gov/oco/ocos021.htm).
Training has become the Holy Grail to some organizations, an evidence of how much the management truly cares about its workforce (Hamid, 2011). Hamid (2011) went further to say that the effectiveness with which organizations manage, develop, motivate, involve and engage the willing contribution of those who work in them is a key determinant of how well these organizations perform.
The importance of training has become more obvious given the growing complexity of the work environment, the rapid change in organizations and technological advancement which further necessitates the need for training and development of employees to meet the challenges. Training helps to ensure that organizational members possess the knowledge and skills they need to perform their jobs effectively, take on new responsibilities, and adapt to changing conditions (Jones, George and Hill, 2000). Similarly, training helps improve quality, customer satisfaction, productivity, morale, management succession, business development, profitability and organizational performance.
Usually, before training programmes are organized efforts are made through individuals and organization’s appraisals to identify the training needs (Olaniyan & Ojo, 2008:327). After the training programmes, an evaluation is carried out to ascertain the effectiveness of the programme in line with the need, which had been identified (Olaniyan & Ojo, 2008). The essence of evaluation is to know the extent to which the training has positively affected the employee’s productivity. Organization’s development follows the development of individual who form the organization. It therefore follows that no organization becomes effective and efficient until the employee has acquired and applied the required skills and knowledge.
Conceptual Framework
Training has been defined differently by different authors. It 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, Saks and Moore, 2007:252). Another concept opines that training primarily focuses on teaching organizational members on how to perform their current jobs and helping them acquire the knowledge and skills .
Human Resoruce - Training and development (GSK Glaxosmithkline India)←ครђเรђ Batra
It is basically a Training and Development report in which the critical analysis has been done and the methods used in the GSK GlaxoSmithKline and the survey questions
The Impact Of Compansation Systemand Career Planning On Organizational Commit...inventionjournals
The purpose of the study is to analyse the impact of compensation and career plannng on organzational commitment. This study uses survey method to 113 lecturers as respondents. The data is then processed by multiple regression.The results showed that the Compensation, Career Planning, on Organizational Commitment. It can be concluded to encourage lecturers to do research publication it is necessary to apply the system of compensation based on the performance appraisal system elements of research faculty and careers to include research as compulsory elements that must be met lecturers to improve his career. With the compensation system and a good career planning can ultimately increase organizational commitment.The conclusion of this study is compensated significantly influential on organizational commitment at the 90% confidence level
Impact of Training on Employee Performance (Banking Sector Karachi)iosrjce
The purpose of this research is to determine factors that impact training in banks of Karachi and
how they affect employee performance. The study observe that how training needs establish, how effective the
training methods of banks and their influence of employee performance. Literature review revealed that training
is one of the key element that help employees to gain knowledge and confer motivation ad satisfaction. Training
enhance skills and abilities of employees. Through training employee learn teamwork and integrity. On the
other hand, it also contribute positively towards development of employee performance along with other factors.
The research conclusively find that training affects the performance of employees in banks of Karachi. This is
indicate by the training framework which is designed to achieve organization strategic goals. Data was
collected from Banks of Karachi. Random sampling technique is used by researcher to gather responses from
100 employees through questionnaire. Analysis is done by regression and correlation technique. The findings of
research have shown that the factors of training have positive impact on employee performance of banks of
Karachi.
A Study on Effectiveness Traning and Development at Solara Active Pharma Scie...ijtsrd
Training and Development is a subsystem of on organisation which emphasize on the improvement of the performances of individual and groups. Training is an educational process which involves the sharpening of reaction, learning, behavior and results which enhances the performances of the employees. The objective of the study is to find the level of effectiveness of training and development in Solara Active Phrama Science and to find the association between effectiveness of training and development and job performance. The total population of the study is 120 and the sample size is 60, simple random sampling technique were used for the study. Through questionnaire, primary data was collected and by referring books and journals, secondary data was collected. The researcher used Chi square test to find the effectiveness of training and development. From the study its was found that the Effectiveness of Training and Development at Solara Active Pharma Science ltd is moderate and there is no association between effectiveness of training and development and job performance. Jaya Priya | Aravindasamy "A Study on Effectiveness Traning and Development at Solara Active Pharma Science Limited Puducherry" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29185.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/29185/a-study-on-effectiveness-traning-and-development-at-solara-active-pharma-science-limited-puducherry/jaya-priya
Induction as a Tool to Gain Employee Commitment with Special Reference to IT ...QUESTJOURNAL
ABSTRACT : Induction or new employee orientation forms the basic foundation upon which further positive employee relationship is built. With the changing demographic and psychographic profile of employees especially in the knowledge industry, obtaining and maintaining employee commitment is an arduous task. This study purports to reiterate the positive effects of induction on employee morale .It also aims to explore and understand the extent of its impact on the three dimensions of commitment-affective ,normative, continuance.
This study investigated training and development strategies on career growth of employees in
commercial banks in Nigeria via survey research design. Specifically, the units of analyses are employees of
four (4) commercial banks in four cities in Delta State. The instrument of data collection was questionnaire
which was administered to one hundred and nine (109) respondents, out of which one hundred and three (103)
were fully retrieved. T
The effects of human development, motivation and excellence in emerging compa...imperial Inc
Human resource development is very important to every business; hence enhancing organisation performance and employees' productivity in an organisation.
Abstract: This paper assessed the effect of training and development on employee performance using Bank BIC as
the case study. The study focused on the objectives which sought to assess the effect of training and development
on employee performance at Bank BIC, to determine the training and development practices and purposes at
Bank BIC, and to determine the training and development policy at Bank BIC Namibia. A mixed research method
was used with a sample size of 35 respondents. The study found that the majority (59.09%) of the respondents
agreed that training and development are improving their job performance at the Bank BIC. The majority (50
percent) of the respondents strongly agree that training and development are important for growth at the Bank
BIC. The majority (54.55 percent) of the respondents agree that training and development have improved their
morale. The majority (50 percent) of the respondents on the job training is an efficient tool for learning new skills
and improving current skills. The majority (40.91 percent) of the respondents agree that the training and
development that employees received is relevant to their work. The majority (59.09 percent) of the respondents
indicated that there was no specific training schedule at the Bank BIC. The majority (59.09 percent) of the
respondents indicated that the objective of training and development at the Bank BIC is to improve performance.
The majority (86.36 percent) of the respondents indicated that Bank BIC uses on-the-job training and that the
training and development policy at Bank BIC entails involving all the employees in the training program and
making them aware of the objectives of the training program. The study recommended that Bank BIC's training
and development practices should be reviewed regularly, with an appropriate assessment of the organization's
needs and identification of individuals' skills, knowledge, and educational backgrounds. On the other hand, the
organization creates appropriate training methods for employees based on their abilities and educational
backgrounds. The training and development program should be related to the needs of the employees and should
be matched to the objectives of the organization and the training should be chosen based on a proper need
assessment. This allows the organization to determine whether employees are comfortable with their jobs and
work environments, as well as how they deliver quality service
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
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Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Discover the innovative and creative projects that highlight my journey throu...
Impact of Training and Development, training design and on the job training onEmployee's commitment in banking sector of Pakistan
1. International Journal of Business and Management Invention
ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X
www.ijbmi.org || Volume 4 Issue 11 || November. 2015 || PP-07-14
www.ijbmi.org 7 | Page
Impact of Training and Development, training design and on the
job training onEmployee’s commitment in banking sector of
Pakistan
1
FalkaRassul , 2
YasirAftaab Farooqi
1
MS scholar, National College of business administration & economics
2
Lecturer at university of Gujrat
Abstract: The main purpose of the study is to find out the relationship between training and development,
training design and on the job training and their impact on employee commitment. This study is quantitative in
nature. There were four main variables in the study i.e. training and development, training design, on the job
training (Independent variable) and employee commitment (Dependent variable). Three hypothesis are
developed to see the impact of all three Independent variables on employee commitment.Relevant literature
aboutthe topics were also studied.The data have been collected through questionnaire. The data have been
analyzed through SPSS. This study conducted in banking sector. Two banks were selected National bank and
Bank of Punjab in Gujranwala division. The results shows a positive relationship between training and
development, training design, on the job training and employee commitment, Regression and correlation were
used in the study.
I. Introduction
In the current scenario, training & Development have tremendous importance for achieving
competitive advantage. Human resource is not only considered important but it also serves as a backbone for
every organization. Effective training and development is an investment on Human Resource of an organization
with both immediate and long-run returns. Every organization wants to improve its performance but it’s not
possible without Training & Development of employees. Training and Development have impact on employee’s
skill, knowledge and on performance as well. It means that employees tend to show more interest towards
training and development if they find it for their benefit (Gonchkar, 2012).
In Human resource Management, Training and Development is considered as a most effective and modern
approach. Training is helpful for an organization in reducing turnover which in result increases employee
commitment to the organization. According to (Keep, 2002) training is an essential element for cultural change
in an organization, which can be used to enhance employee commitment and to get insight of employees
potential
Training plays an important role in the achievement of organization goal by creating interest in workforce(R.J,
2002). In the current era, training considered as very important because it is helpful not only for organization
effectiveness but also useful for employees. There are many factors on which employee performance depends
but the most important is Training. The employee who receives more on the job training, performed very well
because that on the job training enhance his skills.
A person who remains with an organization from a long time is known as a committed employee. There are
very few chances that an organization terminate a committed employee. Whenever in an organization prevails a
philosophy of commitment, employees becomes committed and turnover rate decreases.
Thus the purpose of this study is to show the impact of training &development, on the job training and training
design on the employee commitment.
II. Problem statement
Training of employees is always considered expensive, although now a day’s management referred
Training as an investment rather than an expense. No one can deny the importance of training and development
for employees but training design can enhance knowledge base and skills of the employees. This paper therefore
looks at training & development practice in the banking sector of Pakistan and its effect on employees’
commitment to their organization, with the supposition that organization which provide training to their
employees perform better than those who did not do this. This argument is solid and based on the premise that
the ‘Training’ perceived as a ‘gift’ from the employers by the employees(Barrtte, 2001)). The effect of such gift
according to (Brum, 2010) will motivate employees and erg thoseto exert more effort, Brum further argue in the
result of it, they become more committed to the organization. The idea parallels closely to the concept of
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reciprocity, that emphasizes that employee will help the organization, because the organization helped to
employee (Brum, 2010).
This study sought to analyze the training & Development, training design and on the job training impact on
employee commitment in banking sector of Pakistan
Objective of the study:
Theobjectives of the study are
To check the training and development impact on employee’s commitment.
To check on the job training on employee’s commitment.
To check training design impact on employee’s commitment.
Significance of the study:
Significance of the study is divided into two areas.
First it will helpful for HRM department, manager will be able to understand the effect of training and
development on employees. On theoretical level, organization can develop strategies and policies which later
helpful for improving employee commitment.
Literature Review:
Training refers to the process of teaching new employees the basic skills they need to perform their jobs.
(Dessler, 2007).For employees, training and development not only improves job knowledge but it also leads
towards identification of organization goals.Training and development deals with acquisition of knowledge,
skills and know-how. According to Sims, Training and development not only improve current job performance
but it is also helpful for future needs of employee (Sims, 2002). Emphasis that training focus on current job
while development prepare employees for future job.
The most important aspect of training and development process is to improve the performance of individuals
who are participating in this process
To investigate the effect of training and development on employee commitment, literature review is carried out.
Employee Commitment:
Organizational commitment is the individual association and identification with a particular organization
(Porter, 1997). There is no standard measures which can enhance employee commitment.
Commitment according to (jaw B., 2004) is not only individual relationship with others but it also activates
human mind. New ideas and their implementation would not be possible without commitment (jaw B., 2004).
Real commitment fosters a high level of individual learning, whereby the individual puts the organization’s need
in front of their own individuals who are committed aligned their efforts with organizational objectives and have
shared values (jaw B., 2004). Learning organization have a culture where employees not only learn but also
share information with others. Most academic research on human resource management practices suggested that
committed employees not only enhance organizational effectiveness but also create a culture where individuals
feel motivated and committed and involved in the organizational activities aimed at achieving organizational
goals (Arthur, 1994)
Training design:
Training need to be designed very carefully (Armstrong, 2003). The training should be designed according to
the needs of the employees (Ginsberg, 1997). Organization which designed training in accordance with
employee need and also kept in mind the need of the organization gets good results (Partlow, 2001). Well-
developed training design enhance employee as well as organizational performance. Training design which is
not according to the needs of employees is nothing but waste of time and money (Tsaur, 2004).
On the Job training:
On the job training help employee to improve and get insight knowledge about the job. Individuals always learn
in a better way from their own experiences. OJT is also less costly and time saving (Flynn B.B., 2006). It’s
more effective for an organization to provide on the job training to its employees, because it is less costly and
also save time (Taylor, 2004). On the job training provides a practical way of learning to employees (Devine,
2007).
Theoretical Framework:
To implement the study following dependent and independent variables are shown in the theoretical framework.
The training & development, on the job training and training design are the independent variable and
employee’s commitment is the dependent variable. Above mentioned variables have been chosen to see the
relationship between these variables.
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Impact of Training and Development, training design and on the job training on Employee’s
commitment
Hypothesis:
H1:Training and Development has significant impact on increasing employee commitment to the organization
H2: On the job training has significant impact on increasing employee commitment to the organization.
H3: Training design has significant impact on increasing employee commitment to the organization.
III. Research Methodology
Research paradigm:
The purpose of any research should underline the inquiry mode, hence paradigm of that research. Research on
social sciences is mainly based on two main paradigms named positivism or systematic/quantitative approach
and constructionism or qualitative approach. Positivism approach emphasizes more on objectivity and
knowledge about real world data but it covers both qualitative and quantitative research, distinction can be seen
in measurement of variables and in use of methodology (kumar, 2005). The Present study fall in positivism
research paradigm as the ontological approach of the research is based upon the acceptance of a single concept
as knowledge. The epistemological approach is objective and deductive methodological approach is used. This
study is conducted by using questionnaire as a data collection technique and probability sampling was used for
drawing sample from population in an unbiased way.
Sampling Design:
Population of this study include employees (management level) working in different public sector banks of
Punjab, Pakistan. The banks targeted were include National Bank of Pakistan and Bank of Punjab. Punjab
province divided into different clusters due to their geographical locations into 9 divisions (Bahawalpur, Dera
Ghazi Khan, Faisalabad, Gujranwala, Lahore, Multan, Rawalpindi, Sahiwal, and Sarghoda). Then used simple
random sampling, Gujranwala division cluster was selected. This cluster was further divided into six different
strata’s on the basis of their districts. So, the Gujranwala division is administratively subdivided into Sialkot
District, Gujranwala District, Gujrat District, Mandi Bahauddin District, Hafizabad District, and Narowal
District. By using disproportionate stratified random sampling, 6 branches of each bank from each district were
targeted. And from each branch of bank, total 4 employees were targeted. So the total sample size of this study
was 336. The response received was 280 (83 percent).
Data collection methods:
For present study questionnaires used as data collection method. Questionnaires were personally administrated
as well as through e-mails.
Questionnaire:
The proposed questionnaire includes the following variables:
Training design:
Training design was measured by adopting scale developed by (rahaib, taimoor&umer 2005).
On the job training:
On the job training was measured by adopting scale developed byRahaib, taimoor&Umer 2005).
Training and development:
Training and development was measured by adapting scale developed by (CargiBulut& Osman Chula 2010).
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Employee Commitment:
Employee commitment was measured by adapting scale developed by (Richard Robin & Lois Buttlar 1992).
Data analysis:
Table A-1 shows that among 280 respondents 214 (76.4%) respondents were male and 66 (23.6%) were female.
Out of all 209(74.6%) were married and 71 (25.4%) were unmarried. Study was conducted on banking sector, in
which 17 (6.1%) employees were junior officers, 100 (35.7%) were officer grade 3 level employees, 25 (8.9%)
were officer grade 2 level employees, 20 (7.1%) employees were officer grade level 1, 76 (27.1%) employees
were branch managers at bank of Punjab and national bank of Pakistan and 42 (15%) employees were
operational managers at banks. Targeted banks were public and employees were having experience from 1 to 20
years, because of public sector banks many employees were having experience more than 20% too. To check
reliability of the content Cronbach’s Alpha was used. In A-2 table of the appendix, Cronbach’s Alpha values
are proving the reliability of the constructs, value of alpha was 0.868 and total number of items are
18.Correlation analysis was run to check the relationship strength and table A-3 is proving the positive
attachment of variables between training & development, training design and on the job training on employee
commitment with the 0.00 significance. For further analysis two sets of multiple regression was run (appendix
table A-4) and in ANOVA table significance value is less than 0.05 and model summary table check the strength
of relationship between all four variables. Regression table shows that there is a positive relationship between
variables but that relationship is not very strong between on the job training, training & development and
training design on employee commitment.
IV. Discussion
This study proposed that training and development, training design and on the job training have a positive
relationship with employee commitment to the organization. This study shows a positive relationship between
variables but strength of relationship is not that high which showed that there are other variables that may
increase employee commitment to the organization other than theses variables. Training and Development is an
important aspect of HRM. It is important for organization to get skilled and capable employees, and employees
will be than competent when they have the knowledge and skill of doing the task. Training and Development
would provide opportunities to the employees to be more committed to the organization.
Limitations
One major limitation of this study was that it was based only on NBP (National bank of Pakistan) & BOP (Bank
of Punjab) and other banks were not included. Another limitation was that due to the time constraint only NBP
& BOP of Punjab province were studied.
Bibliography
[1] armstrong, m. (2003). Human resource management . Harward business review, 98-105.
[2] Arthur, j. (1994). Effect of human resource system on manufacturing performance and yurnover.
Academy of management journal, 670-687.
[3] Dessler, g. (2007). Human resource management. In g. Dessler, human resource management.
[4] Devine, t. B. (2007). Skills and training in the hotel sector. 269-280.
[5] Flynn b.b., s. H. (2006). Impact of quality management practice on performance and competitive
advantages. Decision sciences, 659-91.
[6] Ginsberg, l. (1997). Training for the long haul. 4-14.
[7] Gonchkar, k. P. (2012). Impact of training and development on officers performance. Oida, 1-10.
[8] Jaw b., l. W. (2004). Promoting organisational learning and self renewal in taiwanese companies. 232-
241.
[9] Keep, e. M. (2002). Review of the evidence on the rate of employers of investment in training and
employer training measures.
[10] Partlow, c. T. (2001). Humanresource practices of tqm hotels. 67-77.
[11] Porter, m. S. (1997). Measurement of organizational commitment. Journal of vacational behavior, 224-
247.
[12] R.j, s. (2002). Human resource management.
[13] Taylor, r. (2004). Aspects of training and remuneration in the accomodation industry. Journal of
european industrial training, 1-2.
[14] Tsaur, s. H. (2004). Promoting service quality in tourist hotels. 47-115.
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Appendix
Table A-1
Data and descriptive statistics
Gender Male 214 (76.4%)
Female 66 (23.6%)
Marital status Unmarried 71(25.4%)
Married 209 (74.6%)
Designation Junior officer 17 (6.1%)
OG3 100 (35.7%)
OG2 25(8.9%)
OG1 20 (7.1%)
BM 76 (27.1%)
OPM 42 (15%)
Experience 1-5 years 92 (32.9%)
6-10 years 61 (21.8%)
11-15 years 27 (9.6%)
16-20 years 53 (18.9%)
20 & above 47 (16.8%)
Table A-2
Reliability Statistics
Cronbach's Alpha N of Items
.868 18
Descriptive Statistics
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
Training_Dev 280 1.00 5.00 4.0304 1.17240
Training_Design 280 .00 5.00 3.9821 1.13893
On_t_Job_T 280 1.75 5.00 4.0893 .72837
Emp_Comitment 280 1.17 4.50 3.0917 .93418
Valid N
(listwise)
280
Table A-3
Correlation Analysis
Correlations
Training_De
v
Training_D
esign
On_t_Job_
T
Emp_Com
itment
Training_Dev Pearson
Correlation
1 .869**
.262**
.196**
Sig. (2-tailed) .000 .000 .001
N 280 280 280 280
Training_Design Pearson
Correlation
.869**
1 .164**
.163**
Sig. (2-tailed) .000 .006 .006
N 280 280 280 280
On_t_Job_T Pearson
Correlation
.262**
.164**
1 .157**
Sig. (2-tailed) .000 .006 .008
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N 280 280 280 280
Emp_Comitment Pearson
Correlation
.196**
.163**
.157**
1
Sig. (2-tailed) .001 .006 .008
N 280 280 280 280
**. Correlation is significant at the 0.01 level (2-tailed).
Regression analysis
Model Summary
Model R R Square
Adjusted R
Square
Std. Error of the
Estimate
1 .196a
.039 .032 .91929
a. Predictors: (Constant), Training_Design, Training_Dev
ANOVAb
Model Sum of Squares df Mean Square F Sig.
1 Regression 9.391 2 4.696 5.556 .004a
Residual 234.090 277 .845
Total 243.481 279
a. Predictors: (Constant), Training_Design, Training_Dev
b. Dependent Variable: Emp_Comitment
Coefficients
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) 2.477 .205 12.082 .000
Training_Dev .176 .095 .221 1.860 .064
Training_Design -.024 .098 -.029 -.247 .805
a. Dependent Variable: Emp_Comitment
Model Summary
Model R R Square Adjusted R Square
Std. Error of the
Estimate
1 .157a
.025 .021 .92423
a. Predictors: (Constant), On_t_Job_T
ANOVAb
Model Sum of Squares Df Mean Square F Sig.
1Regression 6.013 1 6.013 7.039 .008a
Residual 237.468 278 .854
Total 243.481 279
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ANOVAb
Model Sum of Squares Df Mean Square F Sig.
1Regression 6.013 1 6.013 7.039 .008a
Residual 237.468 278 .854
Total 243.481 279
a. Predictors: (Constant), On_t_Job_T
b. Dependent Variable: Emp_Comitment
Coefficients
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1(Constant) 2.267 .316 7.186 .000
On_t_Job_T .202 .076 .157 2.653 .008
a. Dependent Variable: Emp_Comitment
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1
.163a
.027 .023 .92335
a. Predictors: (Constant), Training_Design
ANOVAb
Model Sum of Squares Df Mean Square F Sig.
1Regression 6.466 1 6.466 7.584 .006a
Residual 237.014 278 .853
Total 243.481 279
a. Predictors: (Constant), Training_Design
b. Dependent Variable: Emp_Comitment
Coefficients
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1(Constant) 2.559 .201 12.733 .000
Training_Design .134 .049 .163 2.754 .006
a. Dependent Variable: Emp_Comitment
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Model Summary
Model R R Square Adjusted R Square
Std. Error of the
Estimate
1 .196a
.038 .035 .91773
a. Predictors: (Constant), Training_Dev
ANOVAb
Model Sum of Squares df Mean Square F Sig.
1Regression 9.339 1 9.339 11.089 .001a
Residual 234.141 278 .842
Total 243.481 279
a. Predictors: (Constant), Training_Dev
b. Dependent Variable: Emp_Comitment
Coefficients
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1(Constant) 2.463 .197 12.521 .000
Training_Dev .156 .047 .196 3.330 .001
a. Dependent Variable: Emp_Comitment