Effect of orientation training on employee and firm performance

Abstract

Considering the prevalence and importance of employee orientation training, this study investigates the long-term impact of employee orientation training on employee and firm performance of multinational corporations in Kazakhstan. The study further investigates employees' expectations of such learning opportunities to improve the effectiveness of orientation training. Data were collected through a questionnaire survey on 285 employees working in multinational corporations in Kazakhstan. Furthermore, four focus group discussions involving 20 employees from four organizations were arranged to identify employees' expectations of the content of orientation training. The findings revealed a significant effect of orientation training on long-term employee performance, such as job satisfaction, learning transfer, intrinsic motivation, and employee commitment, and firm performance, such as profitability, revenue growth, operational efficiency, product or service innovation, and customer satisfaction. The findings further identified gaps between new employees' expectations and current orientation training content in the post-Soviet transition economy context. Based on empirical evidence, the study provides some recommendations to improve the effectiveness of orientation training in the future. The findings contribute to the literature on workplace learning integrating the theoretical tenets and empirical evidence in a transition economy context. The study provides new insights about employees' expectations of orientation training to improve their workplace performance.

Satisfaction with Human Resource Management Practices and Job Performance of Academic Staff in Public Universities in Uganda: A Case of Kyambogo University

“…HR placement practices were also found to be positively and significantly associated with the job performance of academic staff. This finding supports the findings of Agbo (2020), Ekhsan et al (2020), Eyina and Orlu (2021), Ihekoronye et al (2020), Mahmood et al (2022), Yusuf and Arrywibowo (2017) and Raub et al (2021). Therefore, the HR placement practices of the university had an impact on the job performance of academic staff.…”

“…There are scholars (Agbo, 2020;Ekhsan et al, 2020;Eyina & Orlu, 2021;Ihekoronye et al, 2020;Mahmood et al, 2022;Yusuf & Arrywibowo, 2017;Raub et al 2021) who studied HR placement and employee job performance. One area in which all these studies were consistent was that HR placement practices had a positive and significant relationship with employee performance.…”

Does empowerment work? The role of education in service quality

“…Future researchers could employ a similar methodology for larger enterprises with frequent training provided to respective personnel. The effect of leadership styles (Ali et al., 2023; Ismail & Hilal, 2023; Singh et al., 2023; Zaidi & Jamshed, 2023), emotional intelligence (Saha et al., 2023), and training (Azam, 2023; Mahmood et al., 2023) could also be incorporated for analysis purposes. The proposed model could be appraised in different countries or cultures (Kroumova & Mittal, 2023) to determine the outcome generalizability.…”

Decoding Employee ambidexterity: Understanding drivers, constraints, and performance implications for thriving in the evolving work landscapes - A scoping review

“…Furthermore, Lim [ 6 ] highlighted the need for revamping human resources’ orientation training programs to effectively manage the evolving workforce and stay relevant for the new generations of employees. Orientation training can considerably influence the employees' intrinsic motivation [ 78 ], eventually leading to enhanced EA.…”