Impact of Training on Employee Performance: A Study of Retail Banking Sector in India

Bhat, Zahid Hussain

doi:10.15373/2249555x/june2013/97

Cited by 25 publications

(17 citation statements)

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“…When the employees engage themselves completely in performing their duties, their performance gets enhanced as well as they serve their role in a better way. In the paper [5], the author discussed the behavioral pattern of the employees which affects the growth of the organization. These factors comprise training, empowerment as well as teamwork of the employees.…”

Section: Literature Reviewmentioning

confidence: 99%

Teamwork on Employee Performance and Organization Growth

2021

cibg

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Cooperation can be said as cooperatively cooperating alongside different individuals from the association to accomplish the endorsed objectives of the association. Cooperation is extremely basic in an association to reduce the remaining burden and all things considered play out all the undertakings of the association in a proficient way. It can profit the association in a since quite a while ago hurries to support on the lookout and to make the best out of the relative multitude of assets in the association. This examination focuses on how the cooperation can affect the general states of the association and how they can have a positive power both on the association just as the representatives.

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Section: Literature Reviewmentioning

confidence: 99%

Teamwork on Employee Performance and Organization Growth

2021

cibg

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“…On the other hand, the types of training and modern training facilities have no significant effects on organizational performance. One study conducted in the banking sector in India by Bhat (2013) found a positive influence of training on employee performance.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Training and Performance: A Sign from Saudi Service Organizations

Almohaimmeed¹

2017

IBR

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The aim of this study is to explore the effect of training on organizational performance. Training techniques were categorized into two types: behavioural training techniques (on-the-job training) and cognitive training techniques (off-the-job training). Three behavioural techniques were selected -monitoring, coaching, and job rotation -and three cognitive techniques -role playing, lectures, and computer-based training. Training as an independent construct was measured based on these behavioural and cognitive techniques. On the other hand, organizational performance was measured based on subjective items related to the operatio nal dimensions of organizations' performance. A questionnaire-based survey was used to collect data from a sample consisting of 600 employees working at service organizations in Saudi Arabia. Of the questionnaires distributed to the sample, 478 were returned complete and valid for the analysis process. The Statistical Package of Social Sciences (SPSS) version 20 was used to analyse the collected data. The findings of the study confirmed that both behavioural techniques of training were significantly and positively related to organizational performance. In fact, the results identified job rotation as a main practice of on-the-job training techniques that lead to improved organizational performance. There is a statistically significant influence of other dimensions, such as coaching, monitoring, role playing, lectures, and computer-based training, on organizational performance. Despite the positive and direct impact of on-the-job training and off-the-job training on the dependent variable, organizational performance, onthe-job training has a larger impact on this construct. The results are presented and discussed, and recommendations, limitations, and future research directions are provided.

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“…According to Zahid (2013), if training is applied correctly, it can be a useful tool for boosting worker productivity. Before a business launches a training program, Ali and Nada (2018) stress the importance of determining the individual training needs of each employee.…”

Section: Introductionmentioning

confidence: 99%

The Influence of Training, Recognition, and Compensation on Performance of BRI Bandar Lampung Employees Post Pandemi Covid19

is¹,

han²,

Mardiana³

2023

IRJEMS

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This research was conducted using a quantitative method approach and analyzed using multiple linear regression models. The data used in this study were obtained from the responses of 135 employees of Bank Rakyat Indonesia Tanjung Karang Lampung Branch that chosen using census method. The results obtained from this study are that the training variable has a positive and significant effect on the performance of Bank Rakyat Indonesia Tanjung Karang Lampung Branch employees, the recognition variable has a positive and significant effect on the performance of Bank Rakyat Indonesia Tanjung Karang Lampung Branch employees and the compensation variable has a positive and significant effect on the performance of employees of Bank Rakyat Indonesia Tanjung Karang Lampung Branch.This research implies that it is suggested to the managers of Bank Rakyat Indonesia Tanjung Karang Lampung Branch to maintain the training and development program that has been implemented, to maintain the recognition and reward program for the work of employees who have implemented it and to maintain the compensation program for employees who have already been running all this time. In addition, it is suggested to the management of Bank Rakyat Indonesia Tanjung Karang Lampung Branch to monitor how employees show their work attitude every day, provide written regulations, give real sanctions. as well as train employees to prioritize work, and prepare daily targets to focus on completing work on time.

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Impact of Training on Employee Performance: A Study of Retail Banking Sector in India

Cited by 25 publications

References 0 publications

Teamwork on Employee Performance and Organization Growth

Teamwork on Employee Performance and Organization Growth

Training and Performance: A Sign from Saudi Service Organizations

The Influence of Training, Recognition, and Compensation on Performance of BRI Bandar Lampung Employees Post Pandemi Covid19

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