IMPACT OF TRAINING ON EMPLOYEE PERFORMANCE IN MOBILINK

By

Aisha Hanif

MBA (human resource management )7th Semester

Jinnah university for women , karachi

2011-2014

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IMPACT OF TRAINING ON EMPLOYEE PERFORMANCE IN MOBILINK

By

Aisha Hanif

A Thesis Submitted to the Faculty of the institute of JINNAH

UNIVERSITY FOR WOMEN in Partial Fulfilment of the Requirements

for the Degree of

MBA ( human resource management ) 7th Semester

Jinnah university for women , Karachi

2011-2014

Declaration

I, hereby declare that the research submitted to R&DD by me is my

own original work. I am aware of the fact that in case my work is

found to be plagiarized or not genuine, R&DD has the full

authority to cancel my research work and I am liable to penal

action.

Student’s Name: Aisha Hanif

Date: _________________________

ABSTRACT

The study was undertaken at mobilink on the topic “the effect of

training on employee performance at mobilink a telecommunication

industry. The objective of this study is to search out the

effect of employee training on employee’s performance with

mobilink .The methodology that was used for the study was

quantitative research. Self – administered questionnaire was used

in the gathering of analysis for data .The statistical population

of this study is from telecommunication industry in pakistan,

mobilink That covers 200 employees and data was Gathered through

a questionnaire.the variables of this research are skill

development,employee commitment,readiness to adapt change and

service delivery really have the positive impact on employee

performance. Correlation analysis was used through“spss” for data

analysis the study disclosed, that there were organizational

issues such as lacking of management support for training

programmes, which compelled training and development. It was also

looked that training had positive impact on employees of the

mobilink. The study suggested that in order for mobilink to be

successful as the first choice telecommunication industry in

pakistan, management must enable all departments to engage in the

training of employees to maintain potential and strengthen

employees’ competencies ,skills ,knowledge and attitude. Results

show the Positive relationship between on job training and

employee performance.

DEDICATION

This research is dedicated to my late grand father who always had

a confidence in me and offered me an encouragement and whose

vision and every kind of support in my endeavors has led me to

the current situation; and I want to say

O my lord! Have a mercy on him, as he did care for me when I

was a child.

It is also dedicated to my sweet mom whose prayers are always

encircling me in the time of difficulty, to my brothers and

family whose love, encouragement and patience have felt me

comfortable and at last but not the least To all my respectable

teachers who played an enormous role in my life and to all my

friends whose affection and prayers are always with me.

Certificate of Approval

I certify that I have read impact of training on employee

performance in mobilink By Aisha Hanif and that in my opinion

this work meets the criteria for approving a thesis submitted in

partial fulfilment of the requirements for the MBA (human

resource management ) 7th Semester at the institute of Jinnah

university for women , Karachi .

Supervisor

Name: Dr Saad Usmani

Designation: Dean

Signature: _____________

TABLE OF

CONTENTS

CONTENTS

PAGE

TITLE PAGE…………………………………………………………………………………i

DECLARATION…………………………………………………………………………….ii

ABSTRACT…………………………………………………………………………………iii

DEDICATION………………………………………………………………………………iv

CERTIFICATE OF APPROVAL…………………………………………………………………..v

TABLE OF CONTENTS……………………………………………………………………vi

LIST OF TABLES…………………………………………………………………………vii

LIST OF FIGURES…………………………………………………………………………viii

CHAPTER ONE……………………………………………………………………………1

INTRODUCTION……………………………………………………………………….......1

1.1 Background of the

Research………………………………………………………1

1.2 Problem Statement………………………………………………………………...5

Significance of the study

Surrounding of the study

Research question

Conce

Variables to be studied:

coceptual Framework to be used:

Proposed Research Hypotheses:

Limitation of the study

Rationale of the study

references

CHAPTER TWO…………………………………………………………………………….9

LITERATURE REVIEW…………………………………………………………………..9

2. 1 OVERVIEW OF TOPIC

2.2 Concepts and De

finitions…………………………………………………………9

2.2.1 Meaning of

training…………………………………………………………….10

Historical facts

Impact of training on employee performance

2.3 Organization’s Need for training (performance)

……………………………..15

Typical reasons of Employee Training at MOBILINK

TRANING PROGRAMS IN THE MOBILINK

Benefits of training

references

CHAPTER THREE………………………………………………………………………41

RESEARCH DESIGN………………………………………………………..41

1.9 Research Methodology…………………………………………………………41

1.10 Research Strategy……………………………………………………………42

1.11 Research Instrument………………………………………………………..43

1.12 Respondents………………………………………………………..43

1.13 Scales………………………………………………………………43

1.14 Rational to use…………………………………………………44

1.15 Data Collection………………………………………………………………45

Method of Data Analysis

Ethical consideration

Survey method

references

CHAPTER FOUR…….………………………………………………………………....

CHAPTER ONE

INTRODUCTION

1.1. Background Of The Study

There is no doubt that organisations are focusing more on

employee performance for success.in order to utilize human

resource effectively.organizations emphasize on their human

resources to keep them up to date based on environmental

changes,technology and competition. In so doing organizations

tend to focuse on managers to pay special attention on human

assets to attain organizational goals and objectives.

Organizations try to capture turbulent dynamic market,they

strongly focus on human capital in order to get financial

solvency and competitive advantage .the success of organizations

depend on employee skill,knowledge and attitude. This study,

therefore, discuss the one of the core valuable function of

human resource which is training, employee performance,

organizations must see continuous employee training and

development .training and development is very important at all

level of employees, due to the reason that skills erode and

become obsolete over a period of time and need to be replenished

(nishtha and amit (2010).employees need training to respond

customer and market requirement because it keeps on

changing.organizations invest in training programs to improve

performance of employees as the success of organizations depend

on skilled labour.training enhance the performance outcome of the

organization. Actve usage of training and development is one of

the essential role of human resource management ,it is the very

important component for raising the level of executive capability

and individual ,it helps employees narrow the gap then they

fulfill their tasks effectively. Training main objective is to

increase workers’s ability for present and forthcoming tasks and

challenges,work ideas and capabilities (cole 2002). Training

helps employees to perform processes because it targets the

employees weaknesses and hindrance to perform the specific task

effeciently.training capture the problem fills the gap and helps

to remove negative outcomes by facilitating and providing

information that are necessary to improve their performance

level.

organizations are updating their

employees performance ,knowledge ,skills and attitude due to

changes in political,economical and technological advancement

(evans, pucik & barsoux 2002, 32) thats why it is very important

for an organization to train their employees so they can adapt

changing environment easily.training put greater impact on

employee performance and make employees knowledgeable so it is

the primary concern for any organization to increase job

performance of the employees ,employees are the asset for every

organization therefore they are trained to achieve organizational

goals and objectives.employees are intellectual property for an

organization(houger 2006), so managers ensure that they are

being provided adequate training so their competencies and

skills will be increased and training is the best way to develope

employees behavior and knowledge towards their job. When

organization hires a new employee he or she is not familiar to

the relavent knowledge skills and culture of an organization they

need training to know about their tasks ,assignments and how to

interact with customer ,organizational policies and

procedure.training is also important for an existing employees

for updating their competencies.training helps to redirect the

current employees,if organization puts greater concerntration on

training programs the knowledge,skills,attitude and interest

automatically changes when the environment changes so it puts

positive impact.organizations provide transferrable skills by

training in this way employees adapt change and be ready for

future change. Pakistan mobile communications limited, or

mobilink, is the leading telecommunications service provider in

pakistan, founded in 1994 having 8500 as the first gsm operator

in pakistan after obtaining the gsm license in 1992. Four years

later, mobilink introduced pakistan’s first prepaid brand

‘mobilink jazz’ in 2008. . This study however concentrated on the

staff of the mobilink members, junior staff and senior staff.

Interviews were also conducted among junior staff in

administration and management members as well as. The senior

members are the supervisors of both senior staff and junior staff

and are also the heads of various departments. The interviews

conducted with management and junior staff members supported

whatever survey (questionnaire) that were administered to the

research units.

according to ivancevich (2010), training and

development is an important core function that provides skills,

information and understanding of the organization and its goals

to employees. Cole (1997) defines the list of factors that

affects the quantity and quality of training activities are as

follows:

1. That the degree of change in the external environment e. g.

Technology, legislation and so on has influence on training and

development.

2. Training emphasizes on internal change e. g. New markets, new

processes, new competitors.

3. Suitable knowledge, skills and attitude within the existing

workforce

4. Training focuses on adaptability of existing workforce

5.the commitment of senior management to training as an essential

part of economic success

6. The extent to which the organization supports the idea of

internal career development

7. The extent to which management sees training as a motivating

factor in work and finally

1.2 .Problem Statement

To check out whether or not the training has more impact on

employee performance in telecommunication sector(Mobilink) in

pakistan.the ups and down in the economy of pakistan due to

various factor is a puzzling situation for telecommunication

sector and employees are greatly affected.despite the concerning

of organizations on training of their employees ,there is little

focus on literature of employee development issues in pakistan

(debrah & ofori 2006) and customer face low quality services

issues in the telecommunication sector ,moreover performance gap

among employees also a big problem and rapidly changing in

technology also a big problem for mobilink.

1.3.Significance Of The Study

It will be significant to the researchers,training policy makers

and for their decision making and for human resource policy

implementation. It would benefit the mobilink in its effort to

develop and train its employees .

1.4.Surrounding Of The Study

Training and development is a very large area of

research,therefore i focus specifically on telecommunication

industry in pakistan ,mobilink,training is an important area for

mobilink to increase performance of employees. In this research i

did not focus on the internal aspects of an organization, even

though some of these aspects are addressed, but i focus on how

telecommunication organizations are addressing the integration

of training into their programs.the main purpose of conducting

the study of the impact of training on employee performance is

that we want to increase the growth of telecommunication industry

in all over the world.no literature is found on pakistani market

thus,this study will be a thorough analysis of employees

performance and it will be helpful for researchers the

telecommunication industries and their employees.

1.5.Research Question

1)what is the relationship between training and employee

performance?

2)what is the relationship between employee commitment and

employee performance?

3)what is the relationship between service delivery and employee

performance?

4)is there relationship exist between skill development and

employee performance?

5)does training help employees to adapt for change?

The main objective of human resource management is to evaluate

the abilities and assertiveness of workers.training plays an

important role for progress of establishment and achievement of

goals.now every organization has identified the significance of

workers bacause they are very imporant resource for any

organization.organizations maintain their employees to increase

awareness and skill development in them.organizations focus to

their employees for adapting change and better service

delivery.it will create better oppurnity for employees

1.6.Conceptual Framework To Be Used

variables

Independent variable

Dependent variable

Training

Skill development

Service delivery

Emplyee performance

1.7.Variables To Be Studied

1.7.1.Dependent Variables

The dependent variable of this research is employee performance

Which depends upon training of employees.Literature review also

reveals that performance is dependent variable and it is enhanced

by Providing effective training.

1.7.2.Independent Variable

The independent variable of this research is training. .

Literature review recommends that

Training of employees have a greater impact on the performance of

employees. There is direct

Relationship between training and performance i.e. Training

enhances the performance.

1.8.Proposed Research Hypotheses

Employee commitment

Readiness toadapt change

H1: Skill development and employee performance have a

relationship.

H2: service delivery has an impact on employee performance.

H3: There is an association between employee commitment and

employee performance.

H4: Readiness to adapt change have an impact on employee

performance.

1.9.Limitation Of The Study

Time is the major constraint for this broad topic and it needs

further study and time to explore it. Lack of proper data

availability is also hindrance to focus on any variable for

satisfactory result.

1.10.Rationale Of The Study

The main reason of this research is to analyze the relationship

between training and employee performance and to find out which

variables (i.e.skill development,productivity,service

delivery,employee commitment & readiness to adapt for change) has

a relationship with employee performance

it is expected that the findings of this

research will assess highlight the ways in which human resource

training can be useful not only to the organizations but also to

the career development of its employees. All in all, the output

would cover way of clarifying human resources needed for the

competitive performance of organizations managing in the same

line of business as the sample companies in pakistan.

References

Aidah Nassazi (2013) effects of training on employee performance

evidence from uganda 25-29

Graig (2011) degree of influence of training and development of

employees behavior 5-7

Victor A Malaolue & Emenike (2010) training and manpower

development,productivity and performance international journal of

research 5-12

Naqvi (2014) impact of training and development on employee

performance A Case study from different banking sector 19-21

Theresa I .NDULUE (2012) impact of training and development on worker

performance in an organization 5-10

Dr.Amir Elnaga (2013) the effect of training on employee performance

Europeon journal of business management 4-6

Theresa Teller –Rogers (2003) the impact of training on worker

performance and retention the journal of social education 7-9

Benedicta Appiah (2010) the training impact on employee performance A

case study of HFC bank ltd 17-23

CHAPTER TWO

LITERATURE REVIEW

2.1.Overview Of Topic

This research has been undertaken in the field of training to

identify how training improves the competencies of workers to

enhance their performance level.it is identified in different

companies specially in telecommunication that training is very

necessary for the involvement and comitment of employees towards

their work.if employees are trained then overall performance of

workers will be increased ,and firm will grow

financially ,strategic point of view,hr perspective and the

organization will be more successful because the taining programs

have high impact on the employees performance based on

work,knowledge,performance and behavior.

training is defined by(lorrain dearden 2005)as “the

degree to which employees improve their ksas. According to (black

and lynch 2001) training and workers performance have a positive

relationship.as a result organization growth will be possible and

high by reducing absenteeism,demotivation and dissatisfacton.

Planned efforts by organizations to increase employees’

competencies.

Workers are considered as valuable asset for

achieving desired objectives which make the firm to stay on high

position in the corporate world,so it is necessary to set

training programs so that workers are able to polish their

attitudes towards job to get involved and be skillful in their

tasks. By the study of khan et al (2011), employees are counted

as the most important assets for every organization, because it

is not possible to be a skilful worker without an appropriate

training programs now every organization is investing a

sufficient amount of capital in training and development

activities. Training delivery and design style has positively

related with organizational performance as Measured by empirical

data

2.2.Concepts And Definitions

Well trained employees play vital role to a organization

success.we never deny that the most productive,satisfied and

motivated employees are those who receive extensive training.this

type of employees are often called “cream of crop”, as they have

the strongest stake in any organization’s success.

according to (dessler 2008),even employees are

selected carefully ,it does’nt mean they can perform all the

tasks effectively they are given,this is because may be a

employee is good at doing one task and not have potential to do

another different tasks until a employee go through training

thats why training of newly hired employees start from

orientation.

human resource management according to( mccourt

& eldridge 2003, 2) is the process where organizations manage

their staff and assess them to develop (in order to be able to

execute organizations’ goals and missions successfully.

2.2.1.Meanings Of Training

Decenzo & robbins (2000), explain training as a “learning

experience, in that, it seeks a relatively permanent change in an

individual that will improve his ability to perform on the job”.

Training means to educate the employees to improve their

knowledge,skills and behavior towards job.it can increase the

skillful employees and has a positive impact.it is very useful to

promote knowledge.in this way employees can be more developed.

(garavan et al., 1995; harrison, 1993; reid

et al., 1994) explored ,training is defined as a planned and

systematic effort to modify or develop knowledge, skills and

attitudes through learning experiences, to achieve effective

performance in an activity or range of activities. Finally

ivancevich (2010), says “training is an attempt to improve future

or current performance of an employee and it is important for

both new and current employees”

by the study of harrison (2009:6) training is “to

lead and guide in or for some particular art, profession,

occupation or practice; to exercise, practice, and assignments ”.

Gravan et al (1995); also defines training as an instructor led

and content based intervention which notify to desired changes in

behaviour (cipd factsheet 2008). As cited in garavan (1997), the

oxford english dictionary defines training as a practical

education of any profession, art or craft.training is used

extensively to help employees discern their role in meeting

corporate objectives. They further said that training is an

opportunity for learning and learning depends on factors such as

implementation and design of training and the learning climate

of any organization.

harrison (1993) and reid et al (1994) citied in

garavan (1997) also explored training as planned and systematic

strength to transform or flourish skills, knowledge, and

attitudes

With the help of learning experiences to get effective

performance in an activity or variety of

Activities. Van wart et al (1993) explained training is an

application driven system which objective is to increase skills

that are beneficial promptly in particular situations.

according to blanchard and thacker (2007) training

impart employees with knowledge

And skills to fulfil their job more effectively. It means

training should be provided in a way that will replenish

employees knowledge,behavior,attitude and skills.it must focus on

employees that how should they perform their tasks and they know

their duties to be done effectively on timely manner.training

based on planned programs to improve level of performance for an

employee.if employees performance is up to the mark it means they

go through training continually and there is a better chance to

get oppurtunities and they are ready to adapt change.

2.2.2.Performance

There is a input_output relationship exist in

performance.performance is based on employee effort.it is also

called employee productivity as how employees input and utilize

resources to get the outputs. Performance is a measure of the

results achieved. It increases the effectiveness of the process

or procedure.

2.2.3.Learning

Learning is defined as a permanent change in behavior and

attitude .it is the process of acquiring understanding, values,

knowledge, skills .it considers to adapt to any environment; it

helps to underpin all of the above three terms. Now, the

approach must consider on the employee learning by ensuring that

it should happen when needed that is, ‘just-in-time’ & ‘ just-

for-you’ learning,it mainly depends on these factors:

1. Conditions in which the learning takes place

2. Skills of the trainer

3. Innate qualities and interest of the learner

(kim, 1993) explain learning is defined as a method to increase

an employees talent for taking an action.

Sloman (2003a) differentiate between learning that influence

within the range of the individual’ and training that influence

within the domain of the organization’

However, reynolds et al (2000.he defined there is a difference

betwwen training & learning as through learning we can gain

information,skills and capability while training is an action for

taking promotion of learning.

2.2.4.Personality Competency

Refers to skill, knowledge, traits or attributes that relate to

an individual’s personality.. A personality competency that may

be required for success in one job may also be required for

success in a whole lot of other jobs. Anagement

2.2.5.Effectiveness

It is concerned with ‘doing things right’ and relates to the

output of the job and what the employee actually achieves .it

means that the employee successes in accomplishing what he/she

tries to do. The degree to which the employee achieves a stated

goal ..

2.2.6.Efficiency

it is concerned with ‘doing things right’. It is calculated as

the amount of resources used to produce a product or service. It

is based on how much raw materials, money, are necessary for

producing a volume of output..the amount of resources used to

achieve a goal.

2.2.7.Development

Its focus is on learning and personal development. Preparing

individual through learning and education for the future needs of

an organization traditionally, lower – level employees were

“trained” while higher – level employees were “developed”. This

distinction focuses on the learning of hands – on skills as

against interpersonal and decision making skills.

2.2.8.Training Need Analysis

(Nishtha and amit (2010). Explored that the analysis of learning

and training needs provides a health check on the talent,

skills, and capabilities of the organisation. (tna) training

Needs analysis is explained as the “identification of training

requirements and the most cost saving means of meeting those

requirements”.

A TNA should always be performed where a major new development in

policy, equipment acquisition or procedures is , considered to

have potential effect upon the current training establishment.

2.2.9.Transfer Of Training

The principle that employees transfer the competencies learned in

the training period onto their jobs

2.2.10.Person Analysis

Addresses the question of whether employees are deficient in

important tasks and competencies and whether training would

address these deficiencies.

2.2.11.Organizational Analysis

The purpose of this analysis is to examine the organization,

unit, or department and determine its basic business strategy,

objectives, and goals.

2.2.12.Task/Competency Analysis

Involves obtaining information from the organizational analysis

to examine the tasks performed in each job and determine the

competencies needed to perform these tasks effectively.

2.3.Historical Facts

Training programs started to take place during the 19th and early

20th centuries.simulation gaming took place early 1800s in the

prussian military.role playing was developed in 1910 by dr. J.

L. Moreno of vienna, austria, in 1910.

In the early 20th century,training emerged as a profession henry

ford (1863-1947) introduced the assembly line at his highland

park, michigan, plant.this required highly particular and

concerned training programs for labor division,assignments &

tasks , as compared to ever before

The huge production demands of the world war i and ii designed a

invasion of new employees with few and no informative education

or proficiency to the work setting reid and barrington (1999)

recommended that the main concern of training for training

methods and individual employees was based on teaching before

the era of globalisation.training has been more complicated and

focused learner centric activities. The 20th century was the era

of economic growth and globalisation. Most of the organizations

have changed in size, structure, management and philosophy. In

this continuously varying environment the concepts based on

training modified which enhanced the use and scope and became

more developed in practice.

2.4.Impact Of Training On Employee Performance

A study by(nadeem,naveed and komal 2014) training plays

tremendous role on the performance of workers to enhance their

capability by filling the gap in very short period of time by

supporting workers in the situation of conflict and increases

their compatibility for growth. Training directly impact on

employees performance they can be innovative while having tacit

skills.training enhances their adaptive expertise,self mangement

proficiency ,technical proficiency and crosscultural

adjustment.training also has indirectly impact on employees

performance while increasing coordination among

teams,planning,communication skills and empowerment.

(nodler 1984) says training is considered

for enhancing individual’s position ,knowledge & skills on the

present job to meet the objectives of the organizations .if

employees take participation in training effectively it must be

indicating firm have better policies regarding training .he says

moreover 100% employee performance is based on training because

technologies are more advanced as compared to before & changing

day by day.

by the study of( ameeq-ul-ameeq 2013)

training assesses organizations to be profitale & organizations

now make sections to improve performance of their employees in

this way could be developed & be skillfull while doing task

efficiently. And new trends in treatment with greater emphasis on

physical activity instead of rest and passivity. The training is

one of the basic activity in order to have qualified,

flexible,skillful and proactive employees(bartel, 1994; raghuram,

1994; macduffie and kochan,1995). Organizations spend sufficient

amount of time and money on training in order to help employee's

learning of job-related issues and competencies(cascio,

2000;noe,2006).training emphasizes particular techniques and

inputs for issues solving and objectives setting concerning

and to attain the right running of each stage of the procedure of

the knowledge management (alavi and leidner,2001; bollinger and

smith, 2001).

(Dr Elnaga ,2013)the success and disaster of any firm

depends on the performance of employee ,organization tries to

find out where is the performance problem so it could be solved

out & employees better understand the job .organizations provide

training so workers do job as organization want from them to

handle the uncertain conditions if arises,& be more committed

towards their job(david 2006) training gives the power to

employees how to interact from customers in the best way

responding of their quaries.

a study by (Nda muhammad ,2013) says

training is counted as a buzz for employee performance now

organizations tend to invest more in training programs & to meet

the market needs as well as employees needs that where is the gap

between performance in desired & actual exploring dexterity of

employees to solve out the issues of employees & financial

solvency.

a study by (theresa teller rogers ,eileen

mayers ,2003) invigored that employee performance are affected

in a positive way by solving out poor assessment ,poor issues of

services and delivery & interventions by emphasizing on work

commitment while putting better impact on employees

competencies , skills & retention as well as.

a study explained by(naveed ahmed,nadeem

iqbal) says there is a positive relationship between training &

employee performance it improves the delivery style &

competencies of employees such as ksas & measuring training needs

of employees.

a study by (ann p.bartel ,1991) says if a

company provides more training to their employees then they would

be internationally competitive .according to (bishop 1990 &

hozler 1991) invigored that if there are newly hired employees

in mobilink or any firm ,training is considered to enhance their

performance level by making them more productive for enhancing

participation for making them informed about economic performance

& policies of hr management. As to how the patients may training

plays significant role in achieving organizational objectives by

keeping in view the interest of employees and organization (stone

j.r. Human resource 2002). To achieve the organizational goals

employee performance is important that depends on a variety of

factors. But training receives high importance as it improves the

skills, capabilities, confidence and competencies.

a study by (waleed hassan) job training

focus on retaining employees , turn over rate ,participation of

female & male ,reward system and supervisory support by making

career and remains employees competitive to increase the level

of performance specially in telecommunication.

(pecorn et.al 2000) says ongoing

training is very important to make employees well informed about

the latest services & technology by maintaining morale as well

as. In short for getting the organizational objectives

position of human capital convince to organization expansion and

advancement and human capital is completely based on training, if

a employee is trained he/she can better perform in organizations.

The main purpose of the study is to elaborate the influencing

effect of training and development on organizational performance

level . Organizations should consider more & more on training

programs as compared to cost control and efficiency as

organization could not attain betterment unless they go through

training & development .

(russell, terberg, and powers 1985; bartel 1994; cianni and wnuck

1997; ettington 1997; barak, maymon, and harel 1999).the business

that were working below their expectation level in 1983 had

introduced newly programs for training to get their workers to be

more developed & skillful so they could reach their business on

the top during 1983 & 1986 by gaining experience by using “

harthorne effect” based on formal training is the suitable way

for below average firm to enhance level of performance of their

employees.

a research by (wright ,2001) identifies

that training program is used to change competency level of

employees. It puts great impact on ksas ,so that organizational

performance also be improved with the performance of employees as

well as .by the study of (swart at.al,2005) training helps

organizations to investigate that if there is a need for modeling

their employees then performance gap is filled by effective

training programs so that employees can be able to get knowledge

about their job requirements.

it is said by(cooke,2000) employees need

continuous training for doing their assigned tasks well moreover

he says presenting & functioning are also counted for performance

of employee .he states that on the job training is very

appropriate to discover provision of training by giving benefits

to employees through skill development & quality services to

customers also.

by the study of (laura portolese

dias,beginning management of human resources 2012) she defines

through training it is possible to meet with workers to assess

their interest by fulfilling gap between actual verses expected

by adding value & newly skills moreover she states training puts

highly positive impact on empolyees that how to interact with

customers by soft skill training. Training also has a significant

effect on employee performance. Firms can develop and enhance the

quality of the current employees by providing comprehensive

training and development. Indeed, research indicates that

investments in training employees in problem-solving, teamwork

and interpersonal relations result in beneficial firm level

outcomes

it is said by (learning &

development for individual & organization,john p.wilson,1999)

people working in any organization either individually or in

groups or in the shape of teams have never been able to handle

their tasks by their own until and unless they provide healthy

support to each other while working on their targets. So, team

members should develop the environment where they can bring down

the short comings of weak members by consistently contributing to

their weak performance. In any organization not everyone is fully

equipped with any sort of expertise or carry the ability of

handling every task he is assigned, except he is well versed in

it and has strong track experience regarding that specific

assignment. Training has been the main factor for influencing the

employees’ skills, abilities and attitude. (lisa et al,

2010).training emphasizes for attention,awakening enthusiasm of

employees,personal discovery & for offering challenges by sharing

inspiration & build level of confidence of employees & best

suites for task involvement by improving skill defeciencies.

a study by (employee training &

development ,raymond noe,2012) he says most of the issues are

tackled by training to enhance employee

performance,retention,productivity & doing more with

less ,companies try to solve out above issues by assessing skill

gap & need analysis of employees and also give value to

intellectual capital.

it is said by (olagunju,motoluwake 2014)

training gives power to employees to increase satisfactory

delivery ,efficiency & effectiveness on job.according to (steers

1977:54) “commitment is significant and positively related to

employee performance”

by the study of (ronald r sims ,1998)

training emphasizes on performance by preparing employees for

doing best work based on teams while providing knowledge about

improving service,quality & delivery & make emloyees able to

understand tasks & processes how to respond customers for

variety,convenience & customization.

it is said by (saks & robert r ,2009)

trained employees keep on getting new knowledge & improve

attitude towards job and they will have self_efficacy increasing

oppurtunities of advancement & promotion in order to adapt

change.

by the study of (dana gains &

james ,1998) now a days training focuses on employee skills &

performance needs by involving them in a new procedures & how to

designed solutions to function the customer service rapidly

moreover employees are given training about new products prior to

20 days before. Identification of training needs, design and

implementation of training programmes, transfer of training, and

evaluation of programme benefits are key activities (krishnaveni

& sripirabaa, 2008)

according to ( benedicta appiah,2010) it

is very necessary to attain education about job awareness since

the technology has been more advanced as compared to before then

the need for more skillful employees has also been increased ,for

eliminating risks to beat competition & to secure employment

training has taken valuable place to enhance employee

performance,confidence and to make them feel secure as well

as .training is an integral tool to reach on desired goal and

target.

it is said by (dr.shahid,2014)

organization performance depends on employee

performance .training and development cultivate attitude of

employees to profit orientation and goals of organization helping

them how to perform future and current job dealing in

understanding,practices & techniques.

(paully et al.,1994) says there is a need of every

individual to be committed to the assigned task .the employees

who are really involved in a job assignments would make the

better output.and it is only possible when they are

trained.employees feel satisfaction when they identify their

skills,task,behavior and norms of the organization.individual

become highly motivated when they are committed for doing

innovative tasks .training helps to attach the employees towards

immediate tasks or routine tasks as well as..if employees are

committed it may affect the transfer of training(blau and boal,

1987).if emloyees are trained it makes possible lower turnover

rate and fewer absences and employees identify their self worth

(blau and boal, 1987).employees want to improve their job

performance and training is the best way to improve their

effectiveness.training transfers the knowledge and skills that is

necessary to actual job (blau, 1986).

(gordon, 1970).says training is very important element

to imrove performance.it enhances the level of organization and

employee performance and competencies.it helps to fill the

performance gap between what is going on and what should be

happen_between desired tasks and targets ,actual work performance

and standards.now training need has become any shortfall in

individual performance.training is very useful way to reduce

deficiency level at work settting.training increases

competency,skills,attitude,productivity and ultimately employees

performance in any organizational sector.it means organizational

success and profit depend on the abilities and skills of their

workforce.in so doing organizations continually invest in

training programs to make sure the adequate supply of staff based

on socially and technically competent.in this way employees would

be developed into high ranking for the relevant departments.

(wong & tjosvold,1995) says training

helps to enhance communicative style and now it has been a

profitable business for any organization.(knippen & green,1994)

defines training has two aspects first,evaluating how verbal

skills change( manipulation check) through a training program.

Secondly,how much effects does training put on a customer and a

services provider. Another reason is that training

operationalizes communicative skills and heps to reduce distress

of employees at work settings.training focuses both the customers

and employees emotions and attitude.trained employees have better

conversation and evaluating skills than untrained

workers.customers also want to provide information to trained

employees than to untrained because trained employees familiar

how to get appropriate information at the right time from right

customers based on techniques.

(colarelli & montei,

1996; becker, 1993) says training leads to increase employee

retention.employees training put greater impact on the success of

company.employees performance is expected to enhance once a

training program is completed.in this way the benefit of company

will be increased due to enhancement of employees

skills,knowledge productivity and output.in return the employees

get oppurtunities , higher wages and high ranking as well

as.through training the employees skills can be replenished and

in this how,the organization may acheive organizational

goals.training leads to employees committment and fosters

retention of employees.

(deckop et al. 2006) says training

is designed to fulfill the needs of employees in this way

employees will be more productive and also be satisfied.training

helps employees to enhance their interpersonal skills and

abilities,job confidence,team work and motivation.in this how

they can carry their task more effectively.training is used to

unlock the potential growth and to maintain competitive edge

(rama v. & nagurvali shaik, 2012).organization invest in training

programs as knowledge,skills and attitude greatly impact on

employees performance.by the study of(noe, 2006),organizations

tend to focus on training programs to assist employees job

related issues and competencies.

(robert, 2006) explians training

programs assists in making acquaintance of individuals with more

advanced technology and getting coarse and sound competencies

and proficiency so that it would be easy to handle the work and

basics of newly introducing technical equipments. More

importantly it occurs when individuals are not fully trained

perspective current working and technical skills & techniques

and they are not able to provide to their assignments & tasks

according to the expectation of an organization. Effectiveness of

training can bring down these imperfection spot , it gives energy

to employees to actively take part in providing supportive advice

on their behalves and conveying it to considering management for

the improvement of the employees and organization.

(svenja, 2007) says training makes it possible for enhancing

individual self efficacy at work place would also help in pushing

workers performance to an improved and better level and to high

their momentum on employees own behalf , the trainees who would

be provided informative training programs from their supervisor

he/she would definitely increase the effectiveness of the task

they do which will absolutely improve their performance into an

effeciency level (wei-tai, 2004). Training makes it possible to

reduce negative & weak aspects in an organization outputs and

tends towards the advancement of traditional practices that are

adding few in approaching to the mentioned expected level of

target (kathiravan, devadason and zakkeer, 2006).

2.5.organization’s need for training (performance)

When employees are fully trained and has knowledge about how to

deliver services to customers or callers specially in

telecommunication industry,mobilink and if organizations know how

to utilize the competencies of employees it would be beneficial

for both employees and organization as well as.

therefore for an organization to grow

and survive in today’s globally competitive and fast changing

environment especially in the technology, for a very long time,

there would be the need for organizations to come up with systems

and programmes that would carry out of their the need struggle

creativity ,attention, and general innovations as individual

employees and as teams or groups of network, asare- bediako

(2008). For this reason organizations try to adapt to new

cultures ,structures, and new effective methods of performance

management and employee motivation to be able to manage with

immediate change and competition in the business environment

with innovative changes or

adjustments become successful when people get new perspective or

understandings, values, skills and knowledge . For an example,

the introduction of effective and up-to-date technique in

performance management would require that the employees

(supervisors and management) who administer this system must (i)

understand the need for it and (ii) have the knowledge and skills

to implement it. This understanding, knowledge and skills would

come from organizing seminars or training programmes that will

provide these implementers the relevant perspectives, skills and

knowledge for successful implementation. The ultimate human

resource management outcome therefore is performance and hence

all other outcomes such as competencies, morale of employees,

attitudes and motivation are determinants of performance,

performance of employees as said elsewhere thus is about employee

output which is two fold; first, the effective use of inputs or

resources and second, the translation of efficiency into quality

services in an organization like mobilink which has been granted

accreditation for the running of courses in bachelor of

technology

Human resource training, education and development activities

therefore focus at the equipping of employees with the important

competencies that they need for their better performance on

their work setting . It therefore fairly important and correct

to argue that, without the right kind of competencies, no amount

of motivation either in cash or kind will be able to get

employees to perform creditably or totally acceptable.

Asare-bediako, ivancevich and beardwell and holden, all agree

that competencies needed by employees to perform at a fully

acceptable levels fall into three main categories, namely;

technical, managerial and personality competencies. Training and

development interventions therefore should aim at providing

employees with the required technical, managerial and personality

competencies for them to attain and sustain a high level of

performance.

Boxall and purcell defines that the opportunity to use training

powerfully arises when organizations have invested more

comprehensively in recruitment and has thus built a labour pool

with greater long – run potential and consequently greater

aspirations.

according to robbins and judge (2207),

competent employees do not remain competent forever. Skills

deteriorate and become obsolete and therefore new skills need to

be learned. They cite a report from the usa where corporations

with 100 or more employees spent more than $51 billion dollar on

formal training in one year.

Most training is directed at upgrading and improving an

employee’s technical skills. This form of training has become

increasingly important for two (2) reasons:

Jobs change as a result of new technologies and improved

methods, (ibid)

Due to new technology and new organization structure design

Technical training has become very necessary because of changes

in organizational design. For example as organizations expand

their use of teams flatten their structures, and break down

traditional barriers, employees need mastery of wider variety of

tasks and enhanced knowledge (working in teams ,problem solving

techniques, , quality circles, e. T. C.) Of how their

organizations must manage .

Training in general terms is designed to increase employees’ job

skills, be it, managerial, technical or personality. E. G.

Employees may be trained to teach new skills, run machines, or

acquainted with persona ldevelopment methods.

The requirement of training for all employees further comes from

both economic and demographic trends which has which meant

radical changes in the composition of the labour force. Further

factors impact on the numbers, types and requirements of

available jobs contain automation, worker displacement due to

acquisitions and mergers, downsizing and business paradigm shift

e. G. From manufacturing to service job (or vice versa); the

increasing sophistication in technological systems that are

imposing training and retraining requirements on existing

workforce, the need to train underutilized employees and the

training needs t about by national and international competitions

in the environment of many organizations.

according to taylor (1998), for the

successful creation of an organizational culture managements make

sure that the employees have the appropriate outlook and the

required set of attitudes. This further leads credence for the

need for training and development of employees’ right from new

employees through orientation to current employees who from

Time to time need modification of attitude to remain in line with

the culture of the organization

2.6.typical reasons of employee training at mobilink

2.6.1. Customer service

Now competition has increased in today’s global marketplace so

it is very neccesary for employees to meet and understand the

requirements and needs of customers.

Customer service representatives have the direct connection

between the company that they are working for and the customers

who are looking for services they assess customers to answer

about their quaries and to provide help involving a company's

product or services. Workers should be patient and polite,

especially when interacting with demanding or annoyed

customers.

Customer service representatives deals customer complaints,

process orders, and

supply knowledge about an organization’s services and products .

Customer service representatives should be ready and able to

assess customers and exercise patience – even when dealing with

people who may be sulky or worried . They may work with customers

in person, over the phone or via computer. The expected growth of

industries that specialized in customer service, like telephone

call centers, should lead to more job openings in the coming

years, as will consumers' increasing demands for products that

require service and support. Representatives must try to find

solutions to a customer’s issues. By resolving issues

effectively, representatives contribute to customer retention and

loyalty and trust.

2.6.2. Computer skills

computer skills have become a neccesary need for performing

office and administrative tasks. Mobilink focuses on tools

that sync computer software to phone systems. Outbound

representatives make rotating calls to all customers and phone

numbers set up in a prospect or customer database. . Inbound

representatives cycle through calls that rotate in specific

program operation varies, but employees generally need the

ability to multitask with the technology to keep calls coming

through or going out on their line. Representatives commonly add

notes to customer accounts and enter details of services or new

purchases.

2.6.3.diversity

It refers to the action of consenting to undertake or receive

something offered and give respect to all employees whether their

race,gender, status, ethnicity physical abilities, religious

beliefs or nationality are different.it is focused that every

employee is unique and valuable . It is the exploration of these

differences in a positive, safe and nurturing environment. :

diversity training usually provides explanation about that how

people have different perspectives and views, and includes

techniques to value diversity. Diversity is about understanding

each other and moving beyond  simple tolerance to celebrating and

embracing the 

rich directions of diversity consisted within each employee.

2.6.4.communications

Customer service representatives highly need strong

communication skills to answer about customers quaries clearly.

The rapidly increasing diversity of today’s workforce brings a

wide variety of customs and languages .they should communicate

and understand information effectively in writing, by phone, or

in person communication skills. Customer service reps in a call

center are phone communication experts .creating positive

connections with customers is very necessary requirement of a

representative’s job.listening is especially important since the

conversations take place over the phone. Call centre

representatives are not able to see customers' nonverbal

gestures, thats why they have to pick up on vocal cues and listen

effectively to understand customers' feelings and messages

. . Representatives should listen being attentive and understand

a customer’s situation in order to assess them. . Outbound

representatives also use their communication skills to provoke

customers to purchase extra products and services.

employees need the ability to quickly

acknowledge the situation and resolve it by communicating

alternative solutions and offering benefits. Customer service

representatives usually receive short-term on-the-job training,

lasting 2 to 3 weeks. Those who work in finance and insurance may

need several months of training to learn more complicated

financial regulations. In certain industries, such as finance and

insurance, customer service representatives must keep up-to-date

with changing regulations

General customer service training should focus on procedures for

answering about quaries information about a company’s products

and services, and how to use computer and telephone . An

experienced workers train the employees under the guidance of

them for the first few weeks of employment.

2.6.5. Human relations

There is no doubt that stresses of today’s worksetting has been

increased and resulting in conflicts and misunderstandings.

Mobilink provides training to their employees to get along in the

workplace.if employees are feeling comfortable and mentally

relaxed at their workplace they can work more better and

efficiently.

2.6.6 . Sexual harassment

in mobilink sexual harassment training is usually specified

through a careful description of the organization’s rules and

policies about sexual harassment, especially about what are

unethical attitude and behaviours.and employees are given

deserving rights and protecting against sexual harassment.

2.6.7. Quality initiatives

Initiatives such as total quality management, quality circles,

benchmarking, etc. Require basic training about quality concepts,

guidelines and standards for quality.

2.6. 8. Safety

safety training is critical where working with heavy equipment,

hazardous chemicals,

Repetitive activities, etc. But can also be useful with practical

advice for avoiding assaults, etc.

2.6.9. Ethics

today’s society has increasing expectations about corporate

social responsibility. Also, today’s diverse workforce brings a

wide variety of values and morals to the workplace

2.7.traning programs in the mobilink

Mobilink is focusing both on the job training and off the job

training as well as.mobilink is providing 80% on the job training

while 20% off the job training.mobilink also considers external

parties in there training programs.

2.7.1.On the job training

(needham & dransfield, 1990) defined a basic definition of(ojt)

on-the-job training is that it is an approach that provides the

chance for learning knowledge and skills through experience at

work settings. Training is provided at the worksite is known as

ojt.

(levis & trevitt, 1994) explained on the job

training is different from off the job training for some

perspective because off the job training provides knowledge and

education opportunity through being present at training that is

far away from the job or workplace. Ojt is a form of directed

experience (albers, 1974). On the job training is provided to

workers while they are doing their regular jobs. This is the

best way to save time and in this way, they get learning while

doing their tasks.mobilink develops a plan for what must be

taught and they inform their employees with all details and

scheduals. A time-table is established with periodic assessment

to inform employees about their progress. In on the job training

fresh or unskilled workeres acquire a knowledge through

observing managers or peers performing the job and trying to

follow their behaviour. It is cost saving and are less

troublesome bacause employees are always on the job.on-the-job

techniques include orientations, apprenticeships, job instruction

training, , assistantships and internships, coaching and job

rotation .

2.7.2.Orientation

It is also an important training and development method in

mobilink .it is the 1st step to welcome new employees

orientation involves getting new employees trained and

familiarized on the new job within an organization.it’s main

objective is to make employees aware from an organization such as

organizational policies ,structure and it’s procedures, and to

empower them to get the best understanding about the

organization’s rules and policies.in orientation

program ,employees are exposed to different undertakings for

example the nature of their new work, how to take on their

identified tasks and responsibilities and what is generally

expected of the employees by the organization.employees are

further given a general overview of the organizational working

environment including for example working systems, office layout

and technology, briefed about the current organizational

culture, processes and procedures, working conditions, and

health and safety issues. Simply the main reason of the

orientation is to provide new employees with all the necessary

information they highly need to start working

2.7.3. job rotation

In this method employees are moved through a series of

correlated jobs .it is a formal, planned program that involves

the assignment of trainees for varying jobs in different parts

of the organization. According to (mccourt & eldridge 2003, 356)

job transfers and rotation is the movements of employees from

one official responsibility to another as a way of enhancing

employee skills for instance getting on higher rank position

within the organization, and one branch of the organization to

another within organization. It also involves moving of

employees from one country to another. These rotations and

transfers opens door for employees to get knowledge of the

different operations within the organization together with the

differences existing in different countries where the

organization also operates. In this way it will overcome

constant mental or physical stress .the knowledge acquired by

the selected employees for this method is beneficial to the

organization as it may enhance the flexibility and adaptability

of the organization. It is useful   to prepare or groom

promising employees for future leadership positions by enhancing

their skills and knowledge.

2.7.4.Coaching

By the study of (mccourt & eldridge 2003, 256;;devanna, fombrun &

tichy 1984;; torrington et al. 2005, 394 - 395). It includes

having the more experienced employees guide the less experienced

employees. Coaching is a one-to-one training coaching refers to

unplanned and informal training and development activities

provided by supervisors and peers to employees. Coaching assess

in rapidly identifying the weak areas and tries to consider on

issues

wray and parsloe (2000:42) explored a

definition of coaching that says, “coaching is a process that

empowers development and learning to occur and thus performance

to improve knowledge, skills and work performance .” Albers

(1974) regards ojt as being similar with coaching. Coaching

carries greater accountability and responsibility for

commitments and actions.

2.8. Other categories of training done in mobilink

There are two types of training categories provided in mobilink

which are soft skill training and technical training

2.8.1.Soft skill training

Mobilink assesses their employees flourish a higher base of

information on topics that impact their personal lives in this

way they could be more productive and less inattentive, in

their work setting. Soft skill development courses in areas such

as childcare and personal finance can assess their better team

manage the most neccesary areas in their personal lives.it may

contain the following things like teamwork training ,conflict

management training, communication skills ,people management

training, ,anger management,time management training etc.call-

center workers need several key soft skills to perform their job

well. A knack for subtly steering conversations to diffuse caller

anger and resolve caller issues and concerns ranks high among the

essential communication skills needed by call center workers.

Agents must recognize when to express empathy, how courtesy

conveys respect and the power that their tone of voice has on

caller perceptions.

2.8.2.Technical training

Technical training puts direct impact on the performance of

the employees. Specific skills are considered and produced

accordingly. The engineering trainings of mobilink are also

focused with this along with,customer services training,

marketing and technology training ,sales related training,

etc.all these types of training are done to increase the

employees job performance at through a training programs.

Mobilink invests aggressively with its large workforce in

maintaining its human assets through local trainings and

International trainings as well as a structured employee ‘well-

being’ programs,leading it one of the most sought after

companies to work for in pakistan.graham burke, the president

pmcl mobilink, said “mobilink will provide proper training

programmes to its employees in order to make them more aware of

their responsibilities and to enhance their performance”

The various training programmes of mobilink focuses on specific

skills such as the monthly or annual reports of performance are

assessed by the manager and the weak areas are considered and the

respective training is followed up.mobilink trains its employees

in the following fields’ as well:

2.8.3.Customer service training

The employees are focused to train in negotiating skills,

communication skills in order to deal the customers whether in

the customers services centre or call centre . They are trained

on how to respond appropriately to the customers, how to

recognize their issues , solve their problems and how to deal

with customers .

2.8.4.Leadership workshop

Good leaders are made,not necessarily born.employees can become

an effective leader by developing theirself through a never-

ending process of self-study, training, education & experience.

To inspire people to higher levels of teamwork there are some

things should be, know & do. Leadership makes people want to

attain challenging objectives and goals . This workshop is for

managers who have the wish to ‘make things happen’ & have a team

who need to be inspired into action! Mobilink provides this

workshop for it’s particular employees.

2.8.5.Supervisors training

It is a very difficult job to leading an organization or a

department and the person at this position should be completely

skillfull

The supervisor training program assesses those people who are at

this post to develop the right skills needed and asked for at

this job.

2.8.6.Development of oratory skills

Employees fulfil faster and more accurately with less stress if

employees are fit, healthy and have active minds .the way of

speaking indicates their state of mind. Lack of confidence in

making public appearance is often the result of not knowing

information on a certain topics that what to do and howto do it!

Mobilink makes employees learn toovercome their hesitation and

feel the self confident -professional image many seek! This

workshop will provide hands-onapproach to replenish oratory

skills that involves a heavy dose of practical application.at

the same time, practice without the necessary conceptual

knowledge is pointless and avoides the need for adaptation and

flexibility and for varying situations. They will also find

ways to manage performance of teams and employees in order to

get organizational and departmental objectives and goals . All

these programmes are focusing at developing particular skills in

specific people for mentioned purposes.it is believed that

leadership skills and business goals are gained through the

training and development of the employees. To make it more

motivating the participants of the training programme are awarded

a course completion certificate at a graduation ceremonywhich is

held after the completion of the training programme.

2.8.7.Conflict management training

We are living in this era where conflict and chaos are on the

peak level.lack of conflict can be as destroying for any

organization, if having conflicts that gone out of hand. In

actual conflict is the key source of creativity, without which

innovation is not possible. Usually these conflicts are

overcome , but occasionally they grow to hinder one's job

performance. This program is designed toenhance a supervisor's

ability to prevent conflicts from reaching a crisis stage and how

to resolve it when a necessary conflict occurs. A framework for

tackling conflict is also provided that assesses managers who

find dealing with conflict an unpleasant experience.

2.8.9.Off the job training

When training is conducted away from the workplace is called off

the job training .when employees are away from work place then

off the job is considered to be more effective and their

concentration is fully at training. While depending on the

information needed, organization’s policies and structure, the

trainers too may be coming outside the organization or within the

corporation .

according to cipd

factsheet (2010) any type of learning carried out away from the

place of work is known as off-the-job training. Off-the-job

training can be done through various activities and exercises

like outdoor activities or conducting lectures in groups.

According to sloman (1999) off-the-job training activities are

mostly conducted when new employees are hired . These activities

mainly consist of group training sessions and lectures for a

fixed number of days. Learning from these activities is measured

at the end of the sessions before the employees start with their

jobs.

2.8.10.Simulation

It refers to any artificial environment exactly same to the real

situation. Simulation shows real life situations regarding

trainees decisions resulting in outcomes that reflects what could

be happen if they were on the job. Simulation method of training

is most famous and core among all of the job training methods.

Trainees are trained on the especially designed machine or

equipment that seems to be really used in the job or field in

the simulation training method .it enables trainees to look

impact of their decisions in an artificial and risk free

environment. It’s mainly concerned to teach process and

production skills as well as interpersonal and management

proficiency. Simulations closely copy work environment.in this

way motivation and interest of employees can be increased as

actual job situations are replicated and trainees could focus

on getting knowledge without facing much risk.

2.8.9.Role playing

Role-playing is defined as a role training where

people rehearse situations in preparation for a future

performance and to boost their capabilities within a role. It

includes training and development techniques that focus to

capture and carry forth decision making situations to train the

employees. In this way the method enables workers to act out work

situations . This method is cost effective and also very easy for

the employees to learn new things. It involves the presentation

of problems and solutions for example in an organization setting

for discussion. This method is better when it is followed under

stress-free or alternatively less -stress environments so as to

open door for better learning. The trainees are instructed to

act out a given role by assuming themselves as they would in a

stage play. It develops skill in applying knowledge in areas of

human relations. Role players have knowledge of a situation about

the respective roles that they have to play. . It is good for

customer service and training. Role playing basically covers

topics such as, conducting a post-appraisal interview. Hiring,

firing, employee-employer relationships .

2.8.10.Lectures

according to blanchard and thacker (2007) lecture or group

training is considered one of the most traditional pattern and

frequently used of training a instructor or trainer always

leads group training. Thacker (2007) further explored that the

trainer starts the training sessions by discussing the agenda

for training,the training objectives, and the process that will

be used in the training sessions employees are given training

by trainer in the form of lectures calling them to a class

room. This method is effectively used to make aware of procedures

and to give instructions on particular topic. Cost per trainee is

low when it is used for large groups and simple and efficient

and lots of material could be presented within given time

limit . It is primarily one way communication of learned

capabilities from trainer to audience. It is hard to ensure that

the entire audience understands a topic on the same level .

Despite these drawbacks, lecturing is the most cost-effective way

of reaching large audiences.

2.8.11.Case study

Case stydy is a written description of any real situation in

the past in same organisation or somewhere else and trainees are

asked to analyze and provide their opinion in writing. It gives

an insight into the context of a issues as well as  emphasizing ,

the main points. Case study method enhances the trainee's power

of observation, helping them to ask better questions and to see

for a broader range of issues. Analytical thinking is enhanced

and it encourages open mindedness.moreover it is suitable to all

employees as it deals with detailed description of actual life

situations it focuses studying cases from all perspectives,

analyzing the various options available to the company for

solving isues or address problems and arriving at most suitable

answers.

2.9.benefits of training

Mullins (2007) defines training is the necessary potential

motivator– to improve knowledge and skills and to change trainees

attitude and and hence the following benefits accumulate from

training programmes:

1. Training replenishes the quality, skills and availability

of employees.

2. It improves service delivery to customers

3. Training enhances commitment and confidence of employees.

4. Training increases the personal achievement and satisfaction

and this tends to further broaden career progression

opportunities

5. It enhances efficiencies in processes, resulting in

financial gain increased capacity to adopt new technologies

and methods eg biomatrics in mobilink.

6. Employees are able to recognise and enhances

responsibilities that would lead to an increase in pay

and promotion.

7. Training can increase the overall productivity of staff.

8. Training increases employee motivation.

9. It makes it possible to reduction in employee turnover and

scrap and wastage.

Mobilink recognizes that the personal and professional growth of

its employees is a critical goal of its responsibility towards

its people. Professional growth is also an integral need for the

enhancement of an organization’s culture. Therefore, mobilink

strives to ensure that its employees excel at their work and

develop their leadership skills through cross-training, education

assistance, and multidisciplinary skills.

It increases innovation in strategies and service delivery from

all of the above, it has become quite clear that when an

organization invest money in training for the betterment of

their performance then employees feel worthy. Training is a very

essential element in the improvement process of organization’s

performance and enhances level of employees performance and

finally leading to organizational competence. With a higher

sense of worth, employees often feel more loyal to business.

Training therefore bridges the gap between what should happen and

what is happening; i. E. The desired goals or standards and the

actual level of performance when employees feel greater loyalty,

they are more willing to work harder and longer in order to make

the business a success. Training is where skills are developed,

behaviors are changed, ideas generate and the organization is

reinvented. In the course of learning the skills that will

increase sales, build effective teams, improve quality standards

or meet a wide range of other objectives, employees create a new

organizational culture (babaita, 2010). Training can also provide

employees with a feeling of empowerment. With empowerment focuses

the willingness to do whatever they should do to get the job

done on well. Overall, trained employees tend to benefit both

their own careers and the company they are working for.

References

Dr .Shahid (2014) impact of training & development on employee

performance and productivity A case study of united bank 4-8

Saks & Robert (2012) managing performance through training and

development 10-15

William J . Rothwell (2004) improving on the job training how to establish a

comprehensive OJT program 35-40

Dana Gaines & James (1998) moving from training to performance A

practical guide book 25-30

John P.Wilson,(1999) Learning & development for individual &

organization 67-80

Raymond Noe,(2012) Employee training & development 50-55

Laura Portolese Dias,Beginning management of human resources( 2012)

35-40

Armstrong, M. (2006) Human Resource Management Practice 10th ed. Kogan

Page. London and Philadelphia.

Armstrong, M. & Stephen, and T. (2005) A handbook of Management and

Leadership: A guide to managing for results. Kogan Page ltd.

Argyris, C, (1971). The Management of Learning. Maidenhead: McGraw-Hill

Asare-Bediako, K. 2008. Professional Skills in Human Resource Management

2nd ed. Asare-Bediako 7 Associate Limited, 277 Windy Hills.

Bass, B. M. & Vaughan, J. A. (1969). Training in Industry: The Management of

Learning. London: Tavistock Publications

Beardwell, I. & Holden, L. (1998). Human Resource Management: A contemporary

perspective. New Delhi: Macmillan India Limited.

Brody, M. (1987), June 8. Helping workers to work to smart. Fortune, pp

86-88.

Cascio, W. F. (1992). Managing Human Resources: Productivity, Quality of

Work life, Profits. McGraw-Hill Inc.

Cole, G. A. (1997). Personnel Management 4th ed. Ashford Colour Press,

Gasport Great Britain.

Cole, G. A. (2004). Management Theory and Practice 6th ed. Thomson

Learning

DeCenzo, A. D, & Robbins, P. S. (2000). Personnel / Human Resource Management

4th ed. Prentice-Hall, New Delhi, India

Dessler, G. (2008). Human Resource Management 11th ed. Pearson

International Edition.lxxviii

Paullay, I., Alliger, G., and Stone -Romero, E., (1994), “Construct validation of

two instruments designed to measure job involvement and work

centrality”, Journal of Applied Psychology, Vol; 79, Pp. 224-8.

P. Nick Blanchard and James W. Thacker, (2009), “Effective Training;

Systems, Strategies and Practices”; 3rd edition. Blau, G.J.,

(1986), ``A multiple study investigation of the dimensionality of

job involvement'', Journal of Vocational Behavior, Pp. 19-36.

Pendleton, A., Whitfield, K., Bryson, A., (2009), “The changing use of

contingent pay in the modern British workplace”, In: Brown, W.,

Bryson, A., Forth, J., Whitfield, K. (Eds.), The Evolution of the

Modern Workplace. Cambridge University Press, Pp. 256–284.

Reid M, Barrington H, Kenney J. (1992), “Training interventions”, 2nd ed.

London: Institute of Personnel Management;

VanWart M, Cayer NJ, Cork S., (1993), “Handbook of training and

development for the public sector”, San Francisco, CA: Jossey -

Bass; 1993.

Walter C. Borman, Louis A. Penner and Stephen J. Motowidlo., “Personality

predictors of citizenship Performance”, International journal of

selection and assessment”, Vol; 9, Pp 52.

Chapter three

Research design

3.1.research methodology

I used quantitative approach in this research. Questionnaires

were developed as the survey instrument. Sample size consists of

200 employees from telecommunication organizations in pakistan.

Convenience sampling will be used to collect data from the

respondents for this study. The quantitative research is that

which tries to search answer to a question by the analysis of

quantitative data .moreover gay, mills and airasian (2009)

explored that the strength of quantitative research is the

opportunities that it provides researchers to interact and

collect data & information directly from their research

participants to understand a phenomenon from their point of view.

3.2.research strategy

The study is based on survey in which i collected data once

across a population through sampling.i selected 200 employees

using convenience sampling technique, to which questionnaires

were administered. An interview was also conducted to gather

information & knowledge about the management point of view on how

mobilink performance of employees can be better through

training. I also reviewed documents on training from mobilink. .

It helped me to ascertain whether mobilink has a training policy

in place, whether mobilink has career progressions projection for

each employee, and also to check whether the processes of

training were being duly followed.

3.3.source of data collection

I used seconday sources such as journals ,websites,articles,books

and thesis to collect data.the data of research work was

gathered essentially from secondary sources. I traced the

history of mobilink and its role of training area over the last

few years from secondary sources. The purpose of the

questionnaires was to investigate the awareness of training

program and the role that mobilink is considering in the

training area of its employees. I investigated why it is very

important to acquire new skills,knowledge and abilities on the

work place & how it can affect the performance of employees.

Sample size of my research is 200 from which a total of 200

questionnaire were filled out by the employees of mobilink. The

required information for the study was collected through

questionnaire. The use of questionnaire provides the information

to be presented in a numeric way. The survey had been

administered to 200 participants using different means

(email,personally delivered and through third party). The

covering letter highlighted the objectives of the research,

significance of respondent’s contribution and the time within

which to return the instrument. A complete set of questionnaire

including a covering letter accompanied the questionnaire.

Respondents were given free access at any time for any type of

information or assurance they needed it was also assured that

anonymity of all research participants will be ensured and the

results would be discussed and reported only in the aggregate.

Questionnaire was prepared in english language and it was

distributed among different experts to maintain content validity

this was followed by personalcontact and persuasion.i also

conducted semi-structured personal interviews to obtain the

primary data. These interviews assessed me to deliver general

perception on how mobilink has traditionally dealt with issues

of training . A copy of the questionnaire is attached as appendix

1.i used spss 20 version for data analysis purpose

3.4.research instrument

I developed comprehensive research instruments and tested before

the real research commenced. The questionnaire for this research

was administered to 200 employees; the questionnaire was

developed after suggestions with the supervisor. The items were

finally edited and carefully chosen bearing in mind the

research questions. The questionnaire was in one part only,

constituting the main items, which directly dispatched the

research questions. Items 1-7 was expected to provide an answer

to the number of years employees had been working with the

organization, their gender as well as educational background.

Items 8-11 of the questionnaire were to lit up information on

training programs available at mobilink when they joined the

company,which training method was provided to them. Items 12-16

elicit information on employees’ development and the role of

management in assisting them to enhance their knowledge skills

and attitude towards job. Items 17 and 21 elicit information to

consider that employees become more responsible after on-the-job

training & really a job performance directly enhances the

customer satisfaction at services and products ofthe company then

it results to enhancement in job performance causes satisfaction

in top management/ colleagues /supervisors/ customers that

increses interest to performing the job.the remaining items were

basically to throw more light on mobilink training policies, the

importance they attach to it and employees awareness of any such

policies while considering that chances of promotion within

company increases after getting training and reduces the turnover

rate of the company and it highly put impact employees motivation

and growth. The questionnaire greatly helped me to data analysis.

Other minor tools used were personal interviews, occasional

conversations and direct observation whether there is a

documented training policy in place, and whether there are career

progression projections for all employees

3.5.scales

The data will be collected through questionnaires. Five point

likert scale will be utilized to ask over the respondents how

strongly they disagree or agree with a statement. To collect the

opinion data from the respondents scale questions will be used

regarding the employee performance and training . The collected

data will then be analyzed with the help of spss.

3.6.method of data analysis

Since the aim of this research is to analyze the relationship

between different variables in relation to employee performance

so the statistical technique that will be used in this study

would be correlation which helps in finding the association among

different variables. A descriptive research design was carried

out in an attempt to investigate the effect of training on

employee performance in mobilink . A questionnaire was used to

find out the effect oftraining on employee performance in

mobilink. The population for this research mainly focused on

administrators, junior and senior call representatives and

business centre employees of mobilink. From 200 respondents, all

200 respondents returned the questionnaires. Heads of department

and administrators were also interviewed. Correlation analysis

was used to determine the effect of training on employee

performance. Spss( statistical package for social science )

version 21 was used for evaluating the data.

3.7.survey method

The research is based on quantitative nature because the data

collected through survey is numeric in nature and will be

analyzed with the help of using spss for accurate measurement.

3.8.ethical consideration

According to flynn et al., (1995) defined that several ethical

issues must be concerned while gathering data which includes

confidentiality of data gained , the objective of the

research, , respect of the participant in all aspects, and

ignorance of enforcing the respondents in case he or she takes

time to respond. The truthfulness and honesty of the researchers

is the most important aspect that needs to be focused ethically.

(carlos a. Primo braga, 1995 ) explored that “various unethical

problems in research, which need to be ignored include violating

nondisclosure agreements, misrepresenting results,breaking

respondent confidentiality deceiving people, , and ignoring

legal liability ,invoicing irregularities. ” during the study

strict compliance was ensured with regard to the guidelines

stressing the need to define the objective of study and the

advantage expected from participants, the rights of participants

and how these would be protected and kept confidential and

getting the informed consent of participant during the process of

interviews (o’sullivan & ressel,1989).in this study, it was made

sure that the basic and neceassy aspects of ethical consideration

are complied. Respondents were ensured full confidentiality of

their identity (organizational and personal and) and the

information provided.

References

Xiao, J., (2001), “Determinants of employee salary growth in Shanghai:

an analysis of formal education, on-the-job training, and adult

education with a three-level model”, The China Review, Article in

Press, Vol; 1, Pp.73–110

Bachner, J.P. (2000) Quality lighting means quality work. Quality

Progress,

33(7), July: 67-71. Retrieved: May 14, 2003, from ABI/Inform

database European

Journal of Scientific Research ISSN 1450-216X Vol.24 No.3 (2008), pp.326-

331

DevelopmentWork: A Best Practice Guide, Dublin, Oak Tree Press

Douglas E. Durand and Walter R. Nord, “Perceived Leader Behavior as a

Function of

Personality characteristics of Supervisors and Subordinates”,

Academy of

Management Journal, September 1976, pp. 427-428

Dowswell, C., Hewison, J. and Hinds, M. (1998), Motivational forces

affecting

participation.

Dul, J., Ceylan, C. (2010). Work environments for employee creativity.

Fakhar Ul Afaq, Anwar Khan (2008), “Case of Pearl Continental hotels in

Pakistan, Relationship of training with Employees’ Performance in

Hoteling

Industry”.

Fred Luthans, Organizational Behaviour, 6th ed., McGraw-Hill, New

York, 1992.

Garavan, T.N., Hogan, C. and Cahir-O Donnell, A. (2003), Making Training

and

Iftikhar Ahmad and Siraj ud Din,Gomal Medical College and Gomal

University,

D.I.Khan,Pakistan(2009),“EVALUATING TRAINING AND DEVELOPMENT”

Inpost-registration degree courses and effects on home and work-

life: a qualitative

study ,Journalof Advanced Nursing, 28 (6), pp. 1326-33.

Prem Chadha, “The Orderly Workplace: An Exploration into

Holistically

Disciplined Worklife”,Macmillan Publishers India, 2007.

Richard Chang Associates, INC., “Measuring the impact of

traning, demonstrate

the measureable results and return on investment.”

Stone R J. (2002), Human Resource Management 2nd Edition, Jhon Wiley &

Sons 2002.

Conner, M. (2001). Developing Network-Based Services in the NHS,

International Journal

Chapter four

4.1.relationship between training and motivativation of employees

Looking ways for motivating their employees ,training is the best

way to motivate employees if any organization is offering

appropriate training to their employees . Employees will

appreciate training as it is formal based process through

employees get skills,knowledge and competencies. The relationship

between training and motivation is that training provides both

the awareness and the competencies that allow people to motivate

toward a certain goal or objective. . The basis of motivation, or

the yearning to attain a desired goal depends on awareness of

such goals, and the realization that the person has the means and

capabilities to attain such goals. If an organization have desire

to keep their staff motivated about learning new concepts.

Reasons for employee training consists of from new-hire training

about operation, to introducing a new concept to a workgroup to

bringing in a new computer system. Human resource management must

contain factors of employee training and employee motivation and

development. Employee business training for employees would only

not equip them, but it can also be an excellent source of

employee motivation. Competent employees have a higher capacity

to be enabled and perform withbetterment , which also builds

their sense of confidence , willingness ownership, and– employee

motivation. Benefits of employee training can be many, including

employee motivation techniques that targets business career

training, which employees view as directly developing

theircareer.

training is the formal process by

which a person acquires knowledge, skills, and competencies.

Motivation is the direction and intensity of one’s effort, or the

psychological feature that arouses an organism to action toward a

desired goal.if employees are provided appropriate training to

motivate employees the output would be positive such as:

4.1.2.Betterment of job results

The main reasons for lack of motivation at work place contains

lack of faith in one's abilities and attitude , training helps to

provide a solution to most of these factors such as poor

rewards , low self-esteem, monotony at work , habits such as

procrastination and laziness, poor time management, fear of

failure and other factors. The most focused obvious output of

any company sponsored intervention of training programs that is

based on skill-development . Training assesses to equip the

individuals with skills to do the work efficiently and faster ,

and apply employees to do tasks more wisely .training also

assesses employees enhance soft skills such a better

communication skills , better time management, better critical

thinking ability, , and other skills, all of which remain

necessary traits to achieve success in any job. The ability of

employees to work better enhances confidence, improves self-

esteem ,removes the fear of failure, and all translating to

better motivation.

Competency and skills is

increasing through training also allows for job enrichment, and

job enlargement and  whereby employees get a broader range of

responsibilities and roles and and end monotony. All these

usually come with excellence rewards and recognition, both

primary motivators. Training thus becomes the basis of impacting

performance improvement.

4.1.3.Better “fit” for perform tasks

Training enables the employees to fit within the organization

better, sometimes individuals remain disinclined to do tasks in

an organization they usually are not able to associate themselves

with that jobs, so training also offers a path to abolish

mismatches and best way to acquire the competencies and skills

and that remain in demand, but which the person lacks. Such

training interventions assesses employees to get motivated to

associating themselves with theorganization,moreover

substantiating the relationship between training and motivation.

4.1.4.Development of employees

It is the most necessary for every employees to remain aware of

the requirement to keep their skills updated to remain

competitive in today's fast growing world. Training motivates

employees primarily by building their skill-levels and developing

their competencies ,skills and knowledge. The simple environment

of work, however, does not supply then with an opportunity to

learn extra and new things very often as compared to complex

environment, and as such, they remain in a state of anxiety and

frustration. Providing regular and periodic company sponsored

training and developmental intervention is the best way for

companies assesses employees to get rid from the frustration

and anxiety respective to their skills stagnating and becoming

unemployable in the future. This makes it possible to get them

motivated enough to remain and do their tasks on well in the

current job.

4.2.relationship between employee training and performance

appraisal

It is the  process  which helps a consultant or manager  for

evaluating and examining the work behavior an employee's by

comparing it with current standards and documenting the outputs

of the difference while useing  the output

to provide feedback to the employee to make them aware that

where improvements are needed and why. A performance

appraisal (PA), also defined as a career development discussion

,performance review,performance evaluation

Performance appraisals are employed to determine

who needs what training, and who are going to be retained,

promoted, fired or demoted.commonly , during performance

appraisal, the training & development needs of the employees are

evaluated by her or his ,head or supervisor of the department on

the basis of ratings and comments given to knowledge and skills

part ,generally performance appraisal devided in 3 parts;

targets, jd and skills. These needs are the base to increase the

information and skills of the employees for doing their jobs in a

effective manner

it is a method by which the job performance of an

employee is identified and documented. Performance appraisals

is considered as a part ofcareer development and it contains of

regular reviews of employee performance within organizations.

Training need evaluation is first step of training & development

process. Afterwards, half yearly or yearly training & development

activities are planned and then, training programmes are

implemented on the basis of t & d plan. After implementing lots

of struggle for t & d activities, at the end of the year, the

skills and knowledge of the employees are evaluated and rated

once again . Rating would justify the training & development

efforts. Generally, hr's training & development group looks at

these weak points or areas evaluated in appraisals where

betterment is needed or interventions are urgently needed for the

incumbent to succeed in the organization. When completed, these

interventions are expected to yield a better or improved

performance for the incumbent in the succeeding appraisal .an

appropriate training based on performance appraisal which

empowers organizations to validate that their employees have the

right knowledge and skills for fulfilling job tasks and

assignments and produce quality services and products. Creating

training and development tools are made to make it sure that

managers are conducting performance appraisals effectively

involves designing the process, training employees on how to use

the tools, training managers on how to supply feedback and set

performance objectives while adhering to legal guidelines,

distributing resources consisting instructions and controlling

the whole process. An effective performance appraisal process

aids management in decision-making processes associated with

promotion, discipline and salary administration activities.

Training and development activities designed to support an

effective performance appraisal process involve establishing an

ongoing communication process between employees and managers.

Improved employee performance reduces costly mistakes, increases

productivity and motivates all personnel to get strategic goals

and objectives . Performance appraisal training and develop

sessions for managers typically cover what to say when

conducting a performance review or assessment. By the help of

role-playing exercises, managers learn to use effective

communication that conveys any objectives that need adjustment to

changing strategic objectives. Managers learn to reinforce the

need for improving skills to enable high performance. Managers

also learn to encourage and reward employee strengths. Creating a

positive relationship with employees regarding performance

improvement builds trust, and enables growth and development that

benefits the company as a whole.

4.3.relationship between employee training and productivity

productivity is defined as an economic measure of output per unit

of input. Inputs consists of capital and labor , while output

can be measured typically in gdp components and revenues like

business inventories. Productivity measures could be examined

collectively (across the whole economy) or assessed industry by

industry to examine trends in wage levels, labor growth, and

technological improvement and advancement . So it is very

necessary to make employees productive through training so their

performance level can be increased thus,Training enpowers

employees ,eliminating actions that are not relavent and

thoughts in employees perfomance.

However training have not the answer that training could handle

only skill related and  attitude problems For instance , if an

office requires automation, training can address the issues like

employees restisting change from good old type writer to

pc(attitude) and skill (ease and speed and in managing soft

copies when compared to redtaped files),but if management is not

willing to invest in automation , training and development cant

assess it.Then coming to productivity, training enhances

productivity as employees become an expert,they atleast learn

what not to be done.

4.4.relationship between job training and employee satisfaction

Satisfaction with job training is considered as an aspect of

overall job satisfaction. Organizations are interested in

improving job satisfaction among their employees must , in part,

focus on job training as a best way to enhance job

satisfaction. Absenteeism is the term generally used to refer to

unscheduled employee absences from the work setting. Absenteeism

can have a number of costs on employer such as the lost output

of the absent employee; overtime for other employees to fill in;

any temporary assess costs incurred; possible dissatisfied

customers or loss of business (Oi, 1962).the main reason of

Absenteeism is low job satisfaction. if employees are not

satisfied towards their job the rate of absentism would be so

high therefore organizations must invest in training programs for

providing appropriate training to their employees so that they

can check whether employees are doing their responsibilities

without having any stress and they are satisfied with their tasks

and assignments.Managers and Employers are responsible to face

with creating high job and the task of motivating employees

satisfaction among their staff members.. If the employer

understands about the benefits of job satisfaction and

motivation in the work setting , though, the investment in

employee-related policies can be justified. By implementing

training policies and programs which serve to motivate

employees and to develop job satisfaction it would take both

money and time to create. hiring a new employee is expensive.

Between the money and time involved with recruitment, training

and workplace integration, what may be seen as an immediate hire

quickly turns into a laborious, costly undertaking so it is very

necessary to provide training to employees so that organizations

can save cost and employees are continuously get motivated.

4.4.1.Customer Service

Job satisfaction among the entire staff creates a positive

experience for customers as well. Motivated warehouse employees

work harder to speed up order fulfillment while maintaining

accuracy, building maintenance workers keep the office clean and

operational, and product repair personnel take it upon themselves

to address customer concerns directly rather than funneling the

customer through a sales or service associate.

4.4.2.Job Duties

Employees who are satisfied and well aware of doing their jobs

and get motivated by the organization to succeed .it will also

work well to create more effective job processes. Managers must

meet at least monthly with employees to discuss the efficiency of

their job duties and how they can be improved to enhance

productivity. The company that sets out to create a satisfying

workplace will be privy to feedback from employees who would like

to enhance the level of job satisfaction they experience,

resulting in open communication between management employees and

personnel Employees will have desire to maintain that satisfying

work environment, and they will supply opinions on regular basis

and feedback that they feel as important to preserve the

positive work setting environment.

4.4.3.Patience

One of the benefits to a company that has a motivated and

satisfied staff is patience. When a new policy is put into effect

or major changes are made to the way the company does business,

the entire company is affected. Employees who are satisfied in

their jobs are more apt to offer suggestions to make a transition

smoother than disgruntled employees. Additionally, as changes are

made, motivated employees work as a team to implement those

changes as quickly and efficiently as possible.

4.4.4.Volunteering

When staff members are dissatisfied and unmotivated with their

tasks and jobs, they tend to not provoke extra tasks that may

assess the organization to get success . If an organization

manage to enhance employee job satisfaction it is not only going

to benefit them, but it will also benefit the business as a

whole. For instance , dissatisfied employees will generally not

offer to volunteer for committees that plan the annual company

picnic or assess move departments from one part of the office to

another. When the company creates an atmosphere of job

satisfaction and properly motivates employees, it can be easier

to find volunteers to complete outside projects that are

essential for enhancing company morale or the operation of the

organization.

References

Paullay, I., Alliger, G., and Stone -Romero, E., (1994), “Construct validation of two instruments designed to measure job involvement and work centrality”, Journal of Applied Psychology, Vol; 79, Pp. 224-8.

P. Nick Blanchard and James W. Thacker, (2009), “Effective Training; Systems, Strategies and Practices”; 3rd edition. Blau, G.J., (1986), ``A multiple study investigation of the dimensionality ofjob involvement'', Journal of Vocational Behavior, Pp. 19-36.

Pendleton, A., Whitfield, K., Bryson, A., (2009), “The changing use of contingent pay in the modern British workplace”, In: Brown, W., Bryson, A., Forth, J., Whitfield, K. (Eds.), The Evolution of theModern Workplace. Cambridge University Press, Pp. 256–284.

Reid M, Barrington H, Kenney J. (1992), “Training interventions”, 2nd ed. London: Institute of Personnel Management;

VanWart M, Cayer NJ, Cork S., (1993), “Handbook of training and development for the public sector”, San Francisco, CA: Jossey -Bass; 1993.

Walter C. Borman, Louis A. Penner and Stephen J. Motowidlo., “Personality predictors of citizenship Performance”, International journal of selection and assessment”, Vol; 9, Pp 52.

Xiao, J., (2001), “Determinants of employee salary growth in Shanghai:an analysis of formal education, on-the-job training, and adult education with a three-level model”, The China Review, Article inPress, Vol; 1, Pp.73–110

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CHAPTER FIVE

DATA ANALYSIS

Statistics

Gender AgeQualificati

on ExperienceN Valid 199 198 198 196

Missing 1 2 2 4Mean 1.24 1.93 3.40 1.17Median 1.00 2.00 3.00 1.00Std. Deviation .426 .744 .492 .414Minimum 1 1 3 1Maximum 2 4 4 3

Gender

Frequency PercentValidPercent

CumulativePercent

Valid Male 152 76.0 76.4 76.4Female 47 23.5 23.6 100.0Total 199 99.5 100.0

Missing System 1 .5Total 200 100.0

Age

Frequency PercentValidPercent

CumulativePercent

Valid 18-25 60 30.0 30.3 30.326-35 94 47.0 47.5 77.836-45 42 21.0 21.2 99.046-55 2 1.0 1.0 100.0Total 198 99.0 100.0

Missing System 2 1.0Total 200 100.0

Qualification

Frequency PercentValidPercent

CumulativePercent

Valid Bachelors 118 59.0 59.6 59.6Masters 80 40.0 40.4 100.0Total 198 99.0 100.0

Missing System 2 1.0Total 200 100.0

Experience

Frequency PercentValid

PercentCumulativePercent

Valid 1-5 Years 166 83.0 84.7 84.76-10 years 27 13.5 13.8 98.511-15 years

3 1.5 1.5 100.0

Total 196 98.0 100.0Missing System 4 2.0Total 200 100.0

Correlation

Descriptive Statistics

MeanStd.

Deviation NSkillDevelopment 3.8693 .56659 199BetterService 3.8563 .54684 199JobPerformance 3.8985 .58874 199EmployeeCommitment 3.8593 .56345 199AdaptToChange 3.9085 .61618 199

CorrelationsSkillDevelop

mentBetterServi

ceJobPerforman

ceEmployeeComm

itmentAdaptToChang

eSkillDevelopment Pearson

Correlation1 .938** .935** .955** .909

Sig. (2-tailed) .000 .000 .000

N 199 199 199 199BetterService Pearson

Correlation.938** 1 .931** .953** .901

Sig. (2-tailed) .000 .000 .000N 199 199 199 199

JobPerformance Pearson Correlation

.935** .931** 1 .949** .914

Sig. (2-tailed) .000 .000 .000N 199 199 199 199

EmployeeCommitment Pearson Correlation

.955** .953** .949** 1 .935

Sig. (2-tailed) .000 .000 .000N 199 199 199 199

AdaptToChange Pearson Correlation

.909** .901** .914** .935**

Sig. (2-tailed) .000 .000 .000 .000

N 199 199 199 199**. Correlation is significant at the 0.01 level (2-tailed).

Descriptive Statistics

MeanStd.

Deviation N

JobPerformance 3.8985 .58874 199

SkillDevelopment 3.8693 .56659 199

BetterService 3.8563 .54684 199

AdaptToChange 3.9085 .61618 199

EmployeeCommitment 3.8593 .56345 199

Correlations

JobPerformance

SkillDevelopment

BetterService

AdaptToChange

EmployeeCommitment

Pearson Correlation

JobPerformance 1.000 .935 .931 .914

SkillDevelopment .935 1.000 .938 .909

BetterService .931 .938 1.000 .901

AdaptToChange .914 .909 .901 1.000

EmployeeCommitment .949 .955 .953 .935 1.000

Sig. (1-tailed) JobPerformance . .000 .000 .000

SkillDevelopment .000 . .000 .000

BetterService .000 .000 . .000

AdaptToChange .000 .000 .000 .

EmployeeCommitment .000 .000 .000 .000

N JobPerformance 199 199 199 199

SkillDevelopment 199 199 199 199

BetterService 199 199 199 199

AdaptToChange 199 199 199 199

EmployeeCommitment 199 199 199 199

Variables Entered/Removed

ModelVariablesEntered

VariablesRemoved Method

1 EmployeeCommitment, AdaptToChange, BetterService, SkillDevelopmenta

. Enter

a. All requested variables entered.

Model Summary

Model R R SquareAdjusted R

Square

Std. Errorof theEstimate

Change Statistics

R SquareChange F Change df1 df2

Sig. FChange

1 .958a .917 .916 .17099 .917 538.353 4 194

a. Predictors: (Constant), EmployeeCommitment, AdaptToChange, BetterService, SkillDevelopment

ANOVAb

ModelSum ofSquares df Mean Square F Sig.

1 Regression 62.958 4 15.739 538.353 .000a

Residual 5.672 194 .029

Total 68.630 198

a. Predictors: (Constant), EmployeeCommitment, AdaptToChange, BetterService, SkillDevelopment

b. Dependent Variable: JobPerformance

Coefficientsa

Model

UnstandardizedCoefficients

StandardizedCoefficients

t Sig.B Std. Error Beta

1 (Constant) -.024 .087 -.279 .781

SkillDevelopment .242 .076 .233 3.161 .002

BetterService .210 .077 .195 2.721 .007

AdaptToChange .154 .056 .162 2.740 .007

EmployeeCommitment .407 .098 .390 4.160 .000

a. Dependent Variable: JobPerformance