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APPLICATION OF BUSINESS
RESEARCH

ADNAN KHAN
ID: 16243
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Table of Contents
Chapter 1Introduction:......................................................................2Introduction

1.1………………………………………………………………..Background

1.2………………………… ……………………………...Problem statement

1.3…………………………………………………………Research objetives

1.4………………………………………………………….Model

1.5…………………………………………………………Research Hypothesis

1.6………………………………………………………Theoritical Framework

Chapter 2………………………………………………..Literature Review

References

Problem Statement:...............................................................................................2

Research Objectives:............................................................................................2

Literature Review:................................................................................................3

Theoritical Framework:........................................................................................3

Hypothesis:...........................................................................................................4

Conclusion:...........................................................................................................4

References.............................................................................................................6
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The Impact of Training and Development on Employee Performance:

Introduction
1.1 Background:
In most advanced economies, such as the United States of America, the United Kingdom, and
Japan, human resources have performed a crucial role in economic growth. As a result, a
developing country like Pakistan, with its abundant natural resources and enough financial
assistance, can reach similar economic success if the adequate emphasis is placed to the
development and training of its human resources[ CITATION Ibr17 \l 1033 ] .As a consequence, it
is clear that organisations in Pakistan are taking sufficient steps to ensuring that individuals
obtain the appropriate knowledge and skills. Long-term and comprehensive training and
development programmes for employees will be required by organisations. Because the rising
diversity of today's workforce delivers a broad variety of languages and settings, a manager
in a company will not be effective unless he has subordinates under him who are well
prepared with abilities, talent, and experience. When a company employee lacks training, he
or she loses the skills by communicating and enhance their effectiveness. Employees that
have been trained have the necessary information and tools to complete the job. Employees
who have not yet been properly trained are still unable to respond to changes occurring both
within and outside the firm[ CITATION Gua18 \l 1033 ].

1.2 Problem Statement:

It is pretty apparent that training and development improves employees' performance in
businesses. Many organizations, as well as the public sector, invest in employee training and
development and have training and development departments, units, and sectors. The focus of
the research was to determine the impact of training on human resources and how it
influences employee work performance.

1.3 Research Objectives:

The proposed research undertakes following research questions and objectives:

1. To evalaute the key purpose of training and development.

2. To implement policies related training and development in the organisations.
3. To examine the impact of training and development on the performance of
employees.
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Literature Review:
According to Jaworski, et al (2018), companies have started recognising the value of training
as a means of developing a more dedicated and productive workforce. Human resource
development and training are absolutely crucial in today's environment of rapid technological
advancement, and they are critical to any organization's growth. By offering efficient training
to employees, the difference between current performance and intended performance can be
decreased. Training and development perform a significant part in employee performance,
therefore, organisations that provide opportunities for training and development to their
employees can attain successful performance. Training and development improves not just
employee productivity but also the productivity of the company. Employee development, it
has been stated, is the key to long-term organisational success. As stated by Koohang, et al.,
(2017). Employees that can effectively adjust to an ever-changing global market are essential
for businesses. In order to keep employees and be competitive, businesses must engage in
ongoing employee training and development. Organizations that can learn and respond to
changes faster than their competitors will prosper in the twenty-first century. Employees'
ambition and job quality result in an improvement of training, enabling them to be more
committed.

Theoritical Framework:
The proposed research inlcudes three variables which will be used for fulfilment the objective of this
study. The research variables are:

1. Training and Development Independent Variable

2. Employee Performance Indpendent Variable
3. Trainee Characteristics Dependent Variable
Training Design
Work Environment

Traning which is provided to employees results in improvement of performance of employees

as well as of organisation. This also assist the organisation in aligning its performance goals
with its long-term vision and sustainability objectives.Training as a significant yet crucial
factor for organisation which leads the organisation to gain competitive edge among its
competitors.
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1.4 Model:

Training

Employee

Performance

Development

1.5 Hypothesis:
The proposed research comprises of three hypothesis which are stated as following:

Hypothesis 1 = HA1: = Training results in improvement of the performance of the

employee and the development also impacts the performance of employees.

H0:Null Hypothesis = No such relationship exists between employees’ performance and

development.

HA2:Alternative Hypothesis = H2 = The development of employees leads toward

improved performance of the employees.

H0:Null Hypothesis = There is no relationship of training and development with the

employees’ performance.

Alternative Hypothesis = H3 = Training and development leads to better employee

performance.

This is one of the key area in Human Resource Management. When organisations contribute
for the development of their employees through providing them with skills and training.
Therefore, employees also work hard to achieve organisational goals and objectives.
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1.6 Theoritical Framework:

The proposed research inlcudes three variables which will be used for fulfilment the objective
of this study. The research variables are:

4. Training and Independent Variable

Development
5. Employee Performance Indpendent Variable
6. Trainee Characteristics Dependent Variable
Training Design
Work Environment

Traning which is provided to employees results in improvement of performance of employees

as well as of organisation. This also assist the organisation in aligning its performance goals
with its long-term vision and sustainability objectives.Training as a significant yet crucial
factor for organisation which leads the organisation to gain competitive edge among its
competitors.
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2. Literature Review

According to Jaworski, et al (2018), companies have started recognising the value of training
as a means of developing a more dedicated and productive workforce. Human resource
development and training are absolutely crucial in today's environment of rapid technological
advancement, and they are critical to any organization's growth. Training and development
improves not just employee productivity but also the productivity of the company. Employee
development, it has been stated, is the key to long-term organisational success. As stated by
Koohang, et al., (2017). Employees that can effectively adjust to an ever-changing global
market are essential for businesses. In order to keep employees and be competitive,
businesses must engage in ongoing employee training and development. Organizations that
can learn and respond to changes faster than their competitors will prosper in the twenty-first
century.

2.1 Employee Performance:

Emolyee performance is related to job staisafction, instrinsic work motivation and
productivity are function of the characteristics of a job .employee performance related to
training , development and psychological growth. Employee performance is commonly
researched topic by researchers. Employees are most precious and important asset for any
company or organziation as they can build up or destroy reputation of company and they can
effect and destroy profitability (Elnaga & Imran, 2013). Employee performance is influenced
by many factors like company’s overall policies, working conditions, training and
development of employees, relations between employee and employer etc as stated by (Aktar
et al., 2012).Employee performance can be measured by various ways like productivity,
absenteeism and employee satisfaction (Osunde, 2015).

2.2 Training and Employee performance

According to Jaworski, et al (2018), companies have started recognising the value of training
as a means of developing a more dedicated and productive workforce. Training is organized
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attempt of an employee to acquire efficient performance in single or multiple activities (K. Z.

Ahmad & Bakar, 2003). . Employees should be fully involved in training programs and there
must be a relation between employee and company(McConnell, 2004). Development is
process of planning and preparing employees for the future jobs and upcoming problems
(Kadiresan et al., 2015). Human resource development and training are absolutely crucial in
today's environment of rapid technological advancement, and they are critical to any
organization's growth. By offering efficient training to employees, the difference between
current performance and intended performance can be decreased.

HA1: Training has significant imapct on Employee performance

2.3 Development and Employee performance

As stated by Koohang, et al., (2017). Employees that can effectively adjust to an ever-
changing global market are essential for businesses. Employees should be fully involved in
training programs and there must be a relation between employee and company(McConnell,
2004). Development is process of planning and preparing employees for the future jobs and
upcoming problems (Kadiresan et al., 2015). In 21st century main challenge for mangers of
human resource will be training and development (Stavrou et al., 2004). In order to keep
employees and be competitive, businesses must engage in ongoing employee training and
development. Organizations that can learn and respond to changes faster than their
competitors will prosper in the twenty-first century. Employees' ambition and job quality
result in an improvement of training, enabling them to be more committed.

HA2: Development has significant impact on Employee performance

Conclusion:
There is a relationship between employee development, training, and performance. This
research is proposed to explore the relationship between these variables and to examine the
impact on the employee performance. Training can result in improving employee
performance. Employee performance results in the imporovement and development. Both
training and development have a favourable impact on employee performance .
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References
Guan, X. & Frenkel, S., 2018. How perceptions of training impact employee
performance: Evidence from two Chinese manufacturing firms.. Personnel Review..

Ibrahim, R., Boerhannoeddin, A. & Bakare, K., 2017. The effect of soft skills and
training methodology on employee performance.. European Journal of Training and
Development..

Jaworski, C., Ravichandran, S., Karpinski, A. & Singh, S., 2018. The effects of training
satisfaction, employee benefits, and incentives on part-time employees’ commitment..
International Journal of Hospitality Management., Volume 74, pp. 1-12.

Koohang, A., Paliszkiewicz, J. & Goluchowski, J., 2017. The impact of leadership on
trust, knowledge management, and organizational performance: A research model..
Industrial Management & Data Systems..

Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European
Journal of Business and Management, 5(4), 137-147.

Aktar, S., Sachu, M. K., & Ali, M. E. (2012). The impact of rewards on employee
performance in commercial banks of Bangladesh: an empirical study. IOSR Journal of
Business and Management, 6(2), 9-15.

Osunde, D. C. (2015). Privatization of Public Enterprises In Nigeria: Impact On Employees’

Performance And Managerial Implications. International Journal Of Research –Grant
Haalayah A Knowledge Repository, 3(3).

Kadiresan, V., Selamat, M. H., Selladurai, S., SPR, C. R., & Mohamed, R. K. M. H. (2015).
Performance Appraisal and Training and Development of Human Resource Management
Practices (HRM) on Organizational Commitment and Turnover Intention. Asian Social
Science, 11(24), 162.

Ahmad, K. Z., & Bakar, R. A. (2003). The association between training and organizational
commitment among white-collar workers in Malaysia. International Journal of Training and
Development, 7, 166-185.

Stavrou, E., Brewster, C., & Charalambous, C. (2004). Human resource management as a
competitive tool in Europe.
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Kadiresan, V., Selamat, M. H., Selladurai, S., SPR, C. R., & Mohamed, R. K. M. H. (2015).
Performance Appraisal and Training and Development of Human Resource Management
Practices (HRM) on Organizational Commitment and Turnover Intention. Asian Social
Science, 11(24), 162.