Effect of Training Programs on Employee Performance

Introduction
Human resources are crucial to the success of any business. It provides support and
fortification. An organization's human resources are its greatest asset for realising its mission.
Human resource management focuses on the people that work for a company. It exemplifies
the current mindset shift, which recognises human capital as an organization's most asset. A
company's greatest asset is its people; their collective brainpower, experience, and outlook
make up its human resource. For every business to function efficiently and effectively, it
needs the assistance of skilled workers. The rapid pace of technological progress renders the
expertise of workers indispensable. Constant training is necessary to meet their employment
demands. Training programmes for workers aim to increase workers' proficiency in certain
areas or teach them new ones. The ability of workers to carry out their duties to a satisfactory
standard is greatly enhanced through training and development programmes. The need arises
when there is a technological shift or when management decides it's important to train staff
members. Finding out how well the training programmes help workers do their jobs is the
primary goal of this research.

Literature review
Companies can get a competitive advantage by training their employees to work at a high
level and produce quality results (Nassazi, 2013). Organizational performance and individual
performance are different. Perceived performance in the workplace according to Purcell,
Kinnie, and Hutchinson (2003) and Harrison (2000). Performance, however, was seen as an
organisational performance by Guest (1997) and Swart et al. (2005). Increasing the skills and
knowledge of workers is mostly dependent on training programmes. Training is an effort to
assist workers to improve their skills, knowledge, conduct, and competencies so they may
better contribute to the organization's overall mission. Both (Harrison, 2000) and (Guest, N.
According to Wright and Geroy (2001)

Objectives
Primary objectives

 Analysing the impact of training and development on organisations

Secondary objectives

 Determine how contented workers are with the training they have received.
  Evaluation of training's effects on trainees and the organisation.
 To learn about the training options available at a company.
 Employee feedback on training initiatives is desired.
 To evaluate how well this training is helping workers achieve their goals,

Research scopes
The research can be used to learn why and how well a company's training initiatives succeed.
The level of contentment among workers is a primary research focus. The results will be used
to gauge the effectiveness of the company's training initiatives and the contentment of its
workforce. Employees' insights should be put to good use to enhance existing training and
advancement opportunities, as well as other advantages. To raise morale and productivity
inside the company.

Conclusion
Companies with an emphasis on HRM see training to boost their long-term production. Any
business that doesn't invest in its employees' training is missing out on an easy way to boost
productivity and profitability. Human capital refers to employees since they are valuable
resources. The more money put into them, the more they'll give back in terms of
performance, which can be the difference between success and failure for a business. The
purpose of the research is to determine if and how the in-house training programmes at the
organisation have improved the knowledge and skill levels of the personnel. And the extent
to which it facilitates the employees' ability to advance in their careers. The study found
promising results.

References
Nassazi, A. (2013). Effects of training on employee performance.: Evidence from Uganda.
Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. & Swart, J. 2003. Understanding the
People and Performance Link: Unlocking the Black-Box. Research Report, CIPD, London
Guest, D. E. 1997. Human resource management and industrial relations. Journal of
Management Studies 24,5, 503–521
Swart, J., Mann, C., Brown, S. & Price, A. 2005. Human Resource Development: Strategy
and Tactics. Oxford. Elsevier Butterworth Heinemann Publications.
Wright, P. & Geroy, D. G. 2001. Changing the mindset: the training myth and the need for
word-class performance. International Journal of Human Resource Management 12,4, 586–
600.
Pigors, P. & Myers, A. C. 1989. Personnel Administration, A point of view and method, 9th
Ed. New York. McGraw Hill Book Company.