How perceptions of training impact employee performance

Guan, Xiaoyu; Frenkel, Stephen J.

doi:10.1108/pr-05-2017-0141

Cited by 93 publications

(103 citation statements)

References 115 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Much debate on the relationship between employee training and turnover has been exclusively focused on the impact of general training on turnover (e.g., Guan & Frenkel, 2019). However, studies on employee training-turnover relationship are mixed at best.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Gaining and maintaining a competitive advantage through human resources is critical to organizations (Barney, 1991). Much evidence shows many firms are willing to increase human resources investment through the various employee training and development programs (Guan & Frenkel, 2019). Employee training is defined as the training activity planned and targeted in various ways based on the organization's actual work needs (Noe & Kodwani, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…Employee training is defined as the training activity planned and targeted in various ways based on the organization's actual work needs (Noe & Kodwani, 2018). Scholars have confirmed that training could improve economic performance and non-economic performance, including reducing turnover, absence, conflicts, and service quality by improving employees' knowledge, abilities, skills (KSAs, hereafter), and behaviors (Phillips, 2012;Guan & Frenkel, 2019). Despite its supposed positive effect, organizations can also face the risk of employee turnover when increasing training inputs (Noe & Kodwani, 2018).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Types of employee training, organizational identification, and turnover intention: evidence from Korean employees

Ahn

Huang

2020

Problems and Perspectives in Management

View full text Add to dashboard Cite

Many organizations are willing to increase human capital investment through various employee training programs. This study empirically examines a proposed model that explains the relationship between the different types of employee training, including general and firm-specific training and employee turnover in Korean firms. This study used a survey sample of 10,069 employees in 467 publicly traded firms in South Korea. 78% of participating companies provided training programs to the employees. This study conducted quantitative cross-sectional regression analyses to test the hypotheses. The study suggests empirical evidence that general training and firm-specific training reduce employee turnover intention. Moreover, the magnitude of firm-specific training on turnover intention is much higher than general training. Furthermore, employee organizational identification has a partial mediating effect on training and turnover intention. However, the study found no substantial evidence of the moderating effect of employees’ justice perception of receiving training opportunities. Based on the human capital theory and social exchange perspective, the results indicate that both types of training programs help employee retention, and cultivating employee organizational identification can be critical in the training-turnover process.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Types of employee training, organizational identification, and turnover intention: evidence from Korean employees

Ahn

Huang

2020

Problems and Perspectives in Management

View full text Add to dashboard Cite

show abstract

“…Training is often interpreted as the activity when an expert and learner work together to effectively transfer information from the expert to the learner (to enhance a learner's knowledge, attitudes or skills) so the learner can better perform a current task or job. Training activity is regarded as a key element of human resource (HR) management practice and the source for the enterprise to gain a sustainable competitive advantage (Randall & Ian, 1984).Training has diverse benefits to employees: higher job satisfaction (Chiang et al, 2005), commitment to the organization (Ahmad & Bakar, 2003) and reduced turnover intention (Newman et al, 2011), increase productivity, flexibility and quality and increased performance (Guan & Frenkel, 2019).…”

Section: Training and Skills Development Programmesmentioning

confidence: 99%

The Influence of Internal Promotion and Training Incentives on Employee Performance at University of Nairobi

Njiraine¹

2019

EJBM

View full text Add to dashboard Cite

The paper examines the extent to which incentives such as employee training and internal promotion contribute to employee performance, the case of University of Nairobi. The study was descriptive in nature and investigated employee training and internal promotion to assess employee performance at the University of Nairobi. The target population in this study was the non-teaching staff of Nairobi University, whereby stratified sampling technique was applied. The findings of the study revealed that both employee training and internal promotion as human resource management practice enhances performance of employees and enhances organization's competitiveness. A major recommendation is the need to harmonize and integrate internal promotion and training as incentives towards employee improved performance. Further research should be done to explore the role of emerging technology, environment (facility layout, location, and supervision), attitude (character) and other personal (family issues) as other factors that affect employee's performance.

show abstract

“…Training can improve employee performance (Mangkunegara & Waris, 2015;Guan & Frenkel, 2018). An effective training design will determine the employee's performance (Elnaga & Imran, 2013), the better of training program designed by the organization will increase the employee's performance.…”

Section: Introductionmentioning

confidence: 99%

The impact of individual characteristics towards employee performance of millennial employees

Ilhami

Armanu²,

Noermijati³

2020

IJRBS

View full text Add to dashboard Cite

The purpose of this study is to investigate the impact of individual characteristics on employee performance of millennial employees. Furthermore, the study was also to test the moderating effect of training on the impact of individual characteristics on employee performance of millennial employees. This research was conducted from six business entities in Yogyakarta which were engaged in media and information technology sectors. This research used saturation sampling. Primary data was obtained by circulating questionnaires to 250 millennials employees, but only 118 questionnaires were returned. The data were analyzed with PLS-SEM using SmartPLS 3.00 application. The result revealed that individual characteristics have a positive and significant impact on employee performance of millennial employees. Furthermore, training cannot moderate the impact of individual characteristics on employee performance. From these findings, we need to underline that the millennial employee's performance would increase if millennial employees increased their individual characteristics in their working activity.

show abstract

How perceptions of training impact employee performance

Cited by 93 publications

References 115 publications

Types of employee training, organizational identification, and turnover intention: evidence from Korean employees

Types of employee training, organizational identification, and turnover intention: evidence from Korean employees

The Influence of Internal Promotion and Training Incentives on Employee Performance at University of Nairobi

The impact of individual characteristics towards employee performance of millennial employees

Contact Info

Product

Resources

About