EMPLOYEE PERFORMANCE
The training and
development function is mainly responsible for employee performance (Asim,
2013). It has an effect on employee behavior and working skills, resulting in
improved employee performance and additional constructive changes (Satterfield
and Hughes 2007) that serve to improve employee performance (Kraiger 2002). It
is demonstrated in the improvement of production, the ease of utilizing new
technology or being a highly motivated individual (Nassazi, 2013). For example,
Arthur et al. (2003) developed an analysis of 1152 samples from 165 resources
and revealed that in distinction to no-training or pre-training conditions,
training had a commonly positive effect on job-related performance. However,
dissimilarities in effect sizes were not considerable, and the efficiency of training
varied regarding the training transfer technique and the skill being trained.
The benefits of a training program are also related to the technical skills of
the employees (Arthur et al., 2003).
According to
Arinanye (2015), the measures of success are focused on productivity,
efficiency, effectiveness, quality, and attendance at work. It is the overall
achievement of a particular task measured against pre-selected standards of
accuracy, cost, and speed; or the strategic approach to enhancing
organizational effectiveness by improving the performance of individuals who
work in the organization.
Factors Impacting Employee Performance
As in any other
area in the training and development arena, employee performance may be
impacted by diverse factors. According to Arinanye (2015), it may be due to
leaders’ attitudes, personal concerns, roles, responsibilities, norms, and
standards. Asim (2013) provided other factors, such as lack of proper equipment
and skills, high workload, inadequate clerical support, non-attendance of key
human resources, the insufficient routine of managers, undecided objectives or
performance standards, deficient statements within the organization, pressure
from coworkers to limit presentation, and lack of ability to get things done
more.
According to
Nassazi (2013), in order to improve employee health and safety and provide a
positive workplace environment, the company should provide a safe working
environment for its employees. In addition, organizations should contemplate
their reward systems. The main objective of implementing reward systems is to
attract and retain quality employees (Nassazi, 2013). Organizations may opt to
implement performance-based pay systems to reward individuals according to
performance standards and profitable goals and objectives. However, a sense of
fairness and consistency should always be applied (Nassazi, 2013).
Asim (2013) shows
that motivation impacts on employee performance and organizational commitment
in a direct manner. Organizational leaders are mainly responsible for
supporting such a vital element in order to achieve high productivity,
profitability, and organizational sustainability (EK & Mukuru, 2013). In
addition, when organizations involve individuals in the decision-making
process, there is a high possibility of developing mutual trust and motivation
among leaders and employees (Nassazi, 2013).
Lastly, several
organizations use a performance management process to produce high-quality
individuals. Such a process involves employees in the development planning
process, thus increasing the probability of creating motivated, high-performing
employees (Nassazi, 2013). Performance management ensures that organizational
goals are consistently met in an effective and efficient manner. It inspires
lifelong education, tailored to an individual’s development plans and goals (EK
& Mukuru, 2013).
For the reasons
stated above, it is imperative to emphasize that training and development are
still crucial components in improving employee performance and achieving
organizational goals and objectives, even though it is one of the biggest
challenges that most organizational leaders may face in the workplace.
List of References
Arinanye, R.T.
(2005). Organizational factors affecting employee performance at the College of
Computing and Information Sciences (COCIS), Makerere University, Kampala,
Uganda (Unpublished master dissertation). Uganda Technology and Management
University, Kampala, Uganda.
Arthur, W.J.,
Bennett, W.J., Edens, P. and Bell, S.T. (2003). Effectiveness of training in
organizations: a metanalysis of design and evaluation features. Journal Applied
Psychology. 88:234–45.
Asim, M. (2013).
Impact of motivation on employee performance with effect of training: Specific
to education sector of Pakistan. International Journal of Scientific and
Research Publications, 3(9), 1-9.
EK, K. and Mukuru,
E. (2013). Effect of motivation on employee performance in public middle level
technical training institutions in Kenya. International Journal of Advances in
Management and Economics, 2(4), 73-82.
Kraiger, K.
(2002). Decision-based Evaluation. In Creating, Implementing, and Maintaining
Effective Training and Development: State-of-the-Art Lessons for Practice, ed.
K Kraiger, pp. 331–75. San Francisco, CA: Jossey-Bass.
Nassazi, N.
(2013). Effects of training on employee performance: Evidence from Uganda
(Unpublished doctoral dissertation). University of Applied Sciences, Vassa,
Finland.
Satterfield, J.M.
and Hughes, E. (2007). Emotion skills training for medical students: a
systematic review. Medical Education, 41:935–41.
This comment has been removed by the author.
ReplyDeleteAn effective performance management system certifies that team goals are aligned with organizational goals so that performance at both the individual, team and organizational level are improved through effective operation of human resource management practices (Towler, 2019).
DeleteTotally agree with your statement Ms. Samseer. Performance management serves both sides of this goal. Meaning that companies should aim for maximum efficiency with their existing workforce while the employees subconsciously want to reach their own full potential. The self-actualization term is known from Abraham Maslow’s 1943 publication “A Theory of Human Motivation” and is described as the desire to become more and more what one is, to become everything that one is capable of becoming (Maslow, 1943). Performance management is about enhancing organizational effectiveness by aligning the individual, team, and strategic goals (Towler, 2019). It develops individuals with competence and commitment, working towards achieving common goals along with the organization while receiving the required support from management (Lockett, 1992). According to Walters (1995), its goal is to encourage effectiveness and efficiency in line with the needs of the organization by directing and supporting employees.
DeleteThe training and development function is mainly responsible for employee performance (Asim, 2013). Performance can be demonstrated in the improvement of production, easiness in utilizing new technology or being a highly motivated individual (Nassazi, 2013). As
ReplyDeleteorganizational leaders strive to achieve higher levels of employee performance, they should establish goals and standards, which performance can be measured against.
In this competitive universe and frequent humanitarian crises, it's hard to gain goals and achieve missions. Thus, Saleem and Mehwish (2011) refer to the significance of training in developing the skills of the employee. Human Resources Development requires training programs with an integrated plan to help organizations play their main part in providing the necessary services (Mehwish, 2011). The purpose of training is to fill the gap between existing competencies and skills and those competencies and skills that are required to meet future challenges and ensure the successful modernization of official statistics (Mehwish, 2011).
DeleteApart from training and development as you have suggested, based on the results of studies it determines that motivation plays a vital role towards the employees best performance (Lee and Raschke 2016) and where performance is correlated to ability and motivation and can be elaborated using the formula, ‘Performance =ability x motivation’ commonly known as skill-and-will model (Steven Lattimore Mcshane and Ann 2010)
ReplyDeleteI agreed with your statement Mr. Pasan. Increasing preferred knowledge, skills, and abilities to carry out tasks can affect employee motivation and engagement, and all of this can be accomplished by conducting effective training programs (Elnaga and Imra 2013). Shaheen et al. (2013) define it as a systematic improvement of the skills, information, and behavior of the trainees to perform their required tasks effectively. According to Singh and Madhumita (2012), the organization's performance and effectiveness are ultimately affected by training programs that should be conducted from time to time as a main activity It follows that employees’ productivity will improve.
Delete