A MODEL OF TRAINING EFFECTIVENESS WITH EMPLOYEE PERFORMANCE AS OUTCOME ? AN EMPIRICAL STUDY OF BANKING SECTOR OF MORADABAD DISTRICT.
- Research Scholar, School of Business Management IFTM University, Moradabad (U.P.).
- Associate Professor, School of Business Management, IFTM University, Moradabad (U.P.).
83 Downloads
363 Views
Abstract
In order to survive and succeed in the fast changing competitive environment, banks need to organize, develop and manage their human resources effectively. The major responsibility of banks in this regard is to build up a right mix of skills, attitude and conceptual understanding amongst their employees. For achieving this, a continuous process of training interventions in banks is a must. Purpose of this study is to determine the impact of training effectiveness on employee performance in banks of Mordabad (Uttar Pradesh) district. Based on review of literature a theoretical model was framed and structured questionnaire was constructed. Data from a sample of 200 bank employees, working with public and private sector banks of Moradabad district, was collected. Data was analysed using SPSS-19 and AMSO-20. Findings of the study reveal that employee performance (latent construct) is highly determined by salary received by the employee (.850) and effectively designed training has the maximum impact on overall training & development activity. Employee commitment has poor correlation with employee performance hence future studies can be carried out to explore this construct.
How to Cite This Article
Ekta Srivastava and Nisha Agarwal. (2017); A MODEL OF TRAINING EFFECTIVENESS WITH EMPLOYEE PERFORMANCE AS OUTCOME ? AN EMPIRICAL STUDY OF BANKING SECTOR OF MORADABAD DISTRICT., International Journal of Advanced Research (IJAR), 5 (07), 1699-1707, ISSN 2320-5407. DOI: https://doi.org/10.21474/IJAR01/4888
Corresponding Author
Article Analytics
References
- Adamson, P. and Caple, J.(1996). The training and development audit evolves: is your training and development budget wasted? Journal of European Industrial Training, 20/5, Pp. 3?12
- Anderson, H.A. (1993), Successful Training Practice: A Manager?s Guide to Personnel Development, Blackwell, Oxford.
- Angela, G. (2014). Effects of Training on Employee Performance: A Case Study of United National Support Office for the African Union Mission in Somalia. Project Report Submitted to United States International University.
- Bartlett, M. S. (1954). A note on the multiplying factors for various chi square approximations. Journal of the Royal Statistical Society, 16 (Series B), 296?298.
- Busco, C., Ribacconi, A. And Scapens, R. (2006). Trust For Accounting And Accounting For Trust, Management Accounting Research, Vol. 17, N.1: 11-41.
- Chiaburu, D.S. and Tekleab, A.G. (2005), ?Individual and contextual influences on multiple dimensions of training effectiveness?, Journal of European Industrial Training, Vol. 29 No. 8, pp. 604-26.
- Griffith, J. (2003). Balanced Scorecard Use in New Zealand Government Departments and Grown Entities. Australian Journal of Public Administration, Vol. 62, N4, PP: 70-79.
- Hair, J., Black, B. Babin, B., Anderson, R.(2013). Multivariate data analysis. 7th Pearson Education Inc.
- Kaiser H (1960). The application of electronic computers to factor analysis. Educational and Psychological Measurement. 1960;20:141-51.
- Kaiser, H. (1970). A second generation Little Jiffy. Psychometrika, 35, 401?415.
- Kaiser, H. (1974). An index of factorial simplicity. Psychometrika, 39, 31?36.
- Key E (2003). Performance Evaluation Is The Most Important Case, "Dialogue", Idea, The Result, Human Resources, Istanbul, Turkey: Life Publishing.: 33.
- Korde, A, and Laghate, K. (2015). Is There Any Impact of Training on the Performance of Selected Public Sector Banks? Symbiosis Centre for Management Studies, Pune Annual Research Journal of Symbiosis Centre for Management Studies, Pune Vol. 3, April 2015, pp. 135?15
- Lei Pui-Wa and Wu Qiong (2007), ?Introduction to Structural Equation Modeling: Issues and Practical Considerations?, Instruction topic in Educational Measurement, The Pennsylvania State University.
- Luft J. (2004). Discussion Of ?Managers? Commitment To The Goals Contained In A Strategic Performance Measurement System?. Contemporary Accounting Research, Vol.21, N4, PP: 959-964.
- Meyer, J. and Allen, N. (1991), ?A three component conceptualization of organizational commitment?, Human Resource Management Review, Vol. 1 No. 1, pp. 61-90.
- Noe, R. (2012). Employee Training & Development. McGraw Hill Education. 6th Edition.
- Pattanayak B., Misra R. K., Niranjana P. and Pethe S. (2002), ?Corporate Excellence: A Conceptual Framework and Scale Development?, Indian Journal of Industrial Relations, 37, 3, 420?433. New Delhi: Sri Ram Centre for Industrial Relations.
- Sahinidis, A. G. &Bouris, J. (2008). Employee perceived training effectiveness relationship toemployee attitudes.Journal of European Industrial Training , 32 (1), 63-76
- Stone R J. (2002), Human Resource Management, John Wiley & Sons, 2nd Edition
- Tsai, P., Yen, C.Y., Huang, L. and Huang, I. (2007), ?A study on motivating employee?s learning commitment in the post-downsizing era: job satisfaction perspective?, Journal of World Business, Vol. 42 No. 2, pp. 157-69.\
- Weis, D.J., Davids, R.V., England, G.W. and Lofquist, L.H. (1967), Manual for Minnesota Satisfaction Questionnaire, University of Minnesota, Minneapolis, MN.
- Wright P. M.,?Gardner T. M.,?Moynihan L. M.?2003.?The impact of HR practices on the performance of business units. Human Resource Management Journal, 13:?21.
- Zane Berge, Marie de Verneil, Nancy Berge, Linda Davis, Donna Smith, (2002) "The increasing scope of training and development competency", Benchmarking: An International Journal, Vol. 9 Iss: 1, pp.43 ?61
This work is licensed under a Creative Commons Attribution 4.0 International License.





