Training and development in Nepalese commercial banks

Chalise, Dhan Raj

doi:10.3126/md.v23i1.35565

Cited by 3 publications

(3 citation statements)

References 8 publications

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“…The training and development programs are customized to enhance employees' knowledge, abilities, competences, attitudes, and behaviors, resulting in improved performance (Jeni et al, 2021). The objective of human resource development is to enhance the competences, dynamism, motivation, and effectiveness of employees, with the ultimate goal of improving organizational efficiency and effectiveness (Chalise, 2020;Hakuduwal, 2019). Training is recognized as a means to improve the abilities of employees for specific work positions, resulting in higher production and performance (Bamidele et al, 2013;Shelley, n.d.).…”

Section: Results and Discussion Basic Concepts Of Employee Training 1...mentioning

confidence: 99%

The Role of Technology in Employee Training and Development: A Systematic Review of Recent Advances and Future Directions

Leuhery

2024

PRODUCTIVITY

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This systematic review explores the role of technology in employee training and development, focusing on its impact on training effectiveness and organizational growth. Through analysis of various literature, this research identifies technology adoption in training as a key factor in enhancing accessibility, personalization, and efficiency of the learning process. Furthermore, findings highlight the role of mediating factors such as technological competence, organizational support, and employee motivation in strengthening the relationship between technology adoption and training effectiveness. Practical and theoretical implications of these findings are outlined, along with recommendations for further development in this domain.

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Section: Results and Discussion Basic Concepts Of Employee Training 1...mentioning

confidence: 99%

The Role of Technology in Employee Training and Development: A Systematic Review of Recent Advances and Future Directions

Leuhery

2024

PRODUCTIVITY

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“…quality of life and organizational growth. Lau et al, (2001) consider the QWL as the conducive working environment in an organization that chains and promotes the satisfaction of the employee in terms of rewards, established job safety, and career development opportunities in the workplace (Chalise, 2020).…”

Section: Statement Of the Problemmentioning

confidence: 99%

Work Life Factors and Job Satisfaction in Banking Sector of Nepal

Chalise

2021

Saptagandaki J.

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Background: Quality of work-life is a progressive indicator relating to the sustainability of business where positively addressed job satisfaction and quality of work-life motivates employees to contribute to the organizational effectiveness and growth. The present study aims to extract the relationship between job satisfactions on the quality of work-life among the employees in Nepalese commercial banks. More specifically the study explores the extent of work environment and facilities, job security and safety, learning and development, leadership and employee's empowerment on job satisfaction. Methods: Adopting descriptive cum analytical research design this study was carried out from the Nepalese banking industry and targeted sample employees were drawn from the report of Nepal Rastra Bank 2019. Likert type structured questionnaire was designed to collect information from 150 commercial bank employees using simple random sampling techniques. Correlations and regression analysis were carried out to examine the relationship between and among the study variables with the help of SPSS. Results: The result of the study shows that there is a positive impact of job satisfaction on the quality of work-life of employees in Nepalese commercial banks. Moreover, the study reveals that working environment, learning and development, leadership and employee empowerment has relatively more impact on the quality of work-life than pay and job security aspects of the quality of work life. Conclusion: Job satisfaction and quality of work-life motivates employees to contribute to the organizational effectiveness and growth.

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“…According to Baniya (2004), training allows employees to expand their knowledge, abilities, and talents, which improves their performance. Similarly, Chalise (2020) suggested that training programs acquire technical skills. However, training and development programs are poorly structured and poorly intended to fulfill the requirements of employees.…”

Section: Introductionmentioning

confidence: 99%

Relationship between Training Effectiveness and Work Performance: Mediation of Workplace Environment

Chapagain

Gurung

Ranabhat

et al. 2022

QJMSS

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Background: There is widespread agreement that training and performance are positively associated in the prior studies. However, there is a lack of empirical evidence to establish the mediating role of the workplace environment in the relationship between training and performance. Objectives: The purpose of the study was to examine the relationship between training effectiveness and work performance and the mediating role of the workplace environment. Methods: We used consecutive sampling to select respondents, adopting a descriptive cross-sectional research approach with a sample of 205 Nepalese commercial bank employees across five different commercial banks. To assess the role of the workplace environment in the relationship between training effectiveness and work performance, a self-administered structured questionnaire with 12 items was developed. Data were analyzed using SPSS and analysis of moment structures. The characteristics of the respondents were examined using descriptive statistics such as frequency distribution, and the link between training effectiveness and performance was measured using mean value analysis. Exploratory factor analysis was used to identify the factor structure of the measure used in the study and examine internal reliability. Confirmatory factor analysis and structural equation modeling were used to demonstrate the link between the three components, test the hypothesis, and mediation effect. Results: The findings of training related data indicated that 45.4% of the respondents perceived that training was highly influential, 60.0% were satisfied with the training provided, 43.9% of the respondents reported that their organization focus on both on and off-the-job training, 57.6% felt that training is crucial and 82.4% perceive that training has improved their performance and respondents positively perceived the relationship between training effectiveness and work performance. The exploratory factor analysis revealed that items on work performance, workplace environment, and training effectiveness have higher internal reliability. The hypothesis test results showed a positive association between training effectiveness, job performance, workplace environment, and work performance, and training effectiveness has the highest impact on work performance. Similarly, the results also depicted that the workplace environment mediates training effectiveness and work performance. Conclusion: The study concluded that the more effective the training, the better the employees’ work performance. As a result, greater emphasis requires improving the context and process of training from the employees’ perspective. The study also concluded that the workplace environment affects training effectiveness and work performance. Therefore, it is essential to note that Nepalese organizations should provide practical training and create a favorable work environment for better work performance.

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Training and development in Nepalese commercial banks

Cited by 3 publications

References 8 publications

The Role of Technology in Employee Training and Development: A Systematic Review of Recent Advances and Future Directions

The Role of Technology in Employee Training and Development: A Systematic Review of Recent Advances and Future Directions

Work Life Factors and Job Satisfaction in Banking Sector of Nepal

Relationship between Training Effectiveness and Work Performance: Mediation of Workplace Environment

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