The Impact of Training on Employee Performance in a Selected Apparel Sector Organization in Sri Lanka

Abstract

The success of any organization depends considerably on the standard of its human capital. Training is a more powerful weapon among Human Resource Management practices, which helps to develop knowledge and skills of employees in an organization. The objective of the study was to investigate the impact of training on operational level employees’ performance in a selected apparel organization in Sri Lanka. Through the analysis of 60 responses of randomly selected sample of machine operators; it shows that there is a strong, positive and significant relationship between training and performance with the correlation value of 0.817.The result of regression analysis indicates that there is a significant positive impact of training content and operational factors on employee performance. Upgrading the training content and identifying the training requirements specifically with a proper training duration are some of the recommendations that the researchers are suggesting improving employee performance.

Training and Performance of Public Procurement Professionals in Tanzania: The Mediating Role of Career Development

“…The results suggest that public procurement professionals' performance concerning delivering quality goods and services in time and at reasonable costs can be enhanced by improving their knowledge, skills and job-related attributes through training. The available literature widely recognises the influence of training on the organisation's performance (Amoah-Mensah & Darkwa, 2016;Kuruppu, Kavirathne, & Karunarathna, 2021;Otoo & Mishra, 2018). However, this study examined how training practices influence public procurement professionals' performance.…”

“…Thus, public procurement professionals' performance will improve if they undergo relevant training programmes. Therefore, given the current dynamic nature of the work environment, employees' performance problems can be addressed through proper and timely training (Kuruppu et al, 2021). On the same, Ameyaw et al (2019) add that the major components of human capital (knowledge, skills and abilities) can be improved or upheld to increase employee performance.…”

Kepuasan Memediasi Pengaruh Kualitas Sistem, Kualitas Informasi dan Pelatihan terhadap Kinerja Individual Pengguna Siskeudes

“…Selanjutnya penelitian yang dilakukan oleh Kuruppu et al, (2021) menjelaskan bahwa pelatihan berpengaruh positif dan signifikan terhadap kinerja yang yang berarti bahwa semakin bagus pelatihan yang diikuti maka akan semakin bagus kinerja. Penelitian yang dilakukan oleh Guan & Frenkel (2019) juga menunjukkan bahwa pelatihan memiliki efek terhadap kinerja.…”

“…Adanya ketidak konsistenan penelitian terkait dengan pengaruh kualitas sistem, kualitas informasi dan pelatihan terhadap kinerja sehingga menjadi acuan dan dorongan bagi peneliti untuk menambah variabel kepuasan sebagai mediasi. Penelitian yang dilakukan Anjarwati & Apolo (2019) yang menunjukkan bahwa kualitas sistem dan informasi memiliki pengaruh terhadap kepuasan, penelitian Simaremare & Isyandi (2015) menunjukkan bahwa pelatihan memiliki pengaruh terhadap kepuasan dan penelitian Saputra et al, (2015) menunjukkan bahwa kepuasan berpengaruh terhadap kinerja, sedangkan penelitian dari Kuruppu et al, (2021) menunjukan bahw kualitas sistem tidak berpengaruh terhadap kepuasan, penelitian dari Amin (2014) menunjukan bahwa kualitas informasi tidak berpengaruh terhada kepuasan dan penelitian dari Aldhukair & Abunar (2021) menunjukan pelatihan tidak berpengaruh terhadap kepuasan.…”

Employer branding and employee performance for Telecommunication Companies in Egypt

“…According to the researcher readings, some studies have examined the relationship between employer branding and employee performance, the studies of (Buttenberg, 2013;Xia & yang, 2010;Wong, 2014) affirmed the positive relationship between employer branding and employee performance. Also, other studies showed that employee performance influenced by work-life balance (Hickman & Robison, 2020), compensation and benefits (Noe et al, 2003), training and development (Kuruppu et al, 2021), a healthy work environment (Pratama, 2014) and ethics and CSR (Biswas & suar, 2014). Therefore, there is a lack of the literature regarding the impact of employer branding and employee performance in telecommunication sector.…”