YANGON UNIVERSITY OF ECONOMICS

DEPARTMENT OF MANAGEMENT STUDIES

MBA PROGRAMME

THE EFFECT OF TRAINING PROGRAMS

ON EMPLOYEE JOB PERFORMANCE

AT MYANMAR GOLDEN 11 INVESTMENT INT’L CO., LTD.

YAR MOE LWIN

MBA (Online) 161005

ONLINE MBA

DECEMBER, 2019
1
 YANGON UNIVERSITY OF ECONOMICS

DEPARTMENT OF MANAGEMENT STUDIES

MBA PROGRAMME

THE EFFECT OF TRAINING PROGRAMS

ON EMPLOYEE JOB PERFORMANCE

AT MYANMAR GOLDEN 11 INVESTMENT INT’L CO., LTD.

ACADEMIC YEAR (2016-2019)

Supervised by: Submitted by:

Dr. Sanda Win Yar Moe Lwin

Professor MBA (Online) 161005

Department of Commerce Online MBA

Meiktila University of Economics 2016-2019

2
 YANGON UNIVERSITY OF ECONOMICS

DEPARTMENT OF MANAGEMENT STUDIES

MBA PROGRAMME

THE EFFECT OF TRAINING PROGRAMS

ON EMPLOYEE JOB PERFORMANCE

AT MYANMAR GOLDEN 11 INVESTMENT INT’L CO., LTD.

This thesis is submitted to the Board of Examiners in partial fulfillment

of the requirements for degree of Master of Business Administration
(MBA)

Supervised by: Submitted by:

Dr. Sanda Win Yar Moe Lwin

Professor MBA (Online) 161005

Department of Commerce Online MBA

Meiktila University of Economics 2016-2019

3
 ACCEPTANCE

This is to certify that this thesis entitled “The Effect of Training Programs on
Employee Job Performance at Myanmar Golden 11 Investment Int’l Co., Ltd.” has
been accepted by the Examination Board for awarding Master of Business Administration
(MBA) degree.

Board of Examiners

---------------------
(Chairman)
Dr. Tin Win
Rector
Yangon University of Economics

------------------------------ -------------------------------
(Supervisor) (Examiner)

------------------------------ -------------------------------
(Examiner) (Examiner)

DECEMBER, 2019

4
 ABSTRACT

The main objective of this study is to identify the effect of training programs on
employees‘ competency and its effect on the employee job performance in Myanmar
Golden 11 Investment International Co., Ltd. The data are collected from two hundred
and sixteen respondents who are selected randomly from four hundred and sixty
employees of the company. The findings indicate that both on job and off job training
have positive effect on employee competency. According to survey results, among two
trainings mentioned before, the former one has great contribution on employees‘
competency in Myanmar Golden 11 Investment International Co., Ltd. The results
indicate that employee competency has strong influence over employee job performance
at Myanmar Golden 11 Investment International Co., Ltd. The result highlight on the
positive effect of Training programs, both on job and off job, on the four dimensions of
employee competency - attitude, knowledge, creativity and ability. It can be concluded
that providing on job and off job training lead to improvement of employee competency
and their job performance.

5
 ACKNOWLEDGEMENTS

The completion of this paper was only with the help and support people. First of
all, I would humbly like to convey my heartfelt thanks and gratitude to the Professor Dr.
Tin Win, Rector of Yangon University of Economics and Professor Dr. Nilar Myint Htoo,
Pro-Rector, Yangon University of Economic for their kind permission to carry out this
paper.

Next, many thanks go in particular to Professor Dr. Nu Nu Lwin, Programme

Director, Professor and Head of Management Studies Department, Yangon University of
Economic, for her encouragement, support and guidance which I received in various
ways.

My deepest gratitude and sincerest thanks to my supervisor Dr. Sanda Win,

Department of Management Studies, Yangon University of Economics, for her
encouragement, suggestion, guidance and highly constructive comments. This thesis
would not have been possible without full support from my supervisor. I also would like
to express my thanks to all the teachers in the board of examiners who guide in
composing chapters to smooth and systematic thesis.

My appreciations also go to CEO Mr. Tony Chan, Finance Manager Daw Hla Hla
Myint, HR Manger Daw Mya Thida, staffs and all employees in Myanmar Golden 11
Investment Int‘l Co., Ltd. For their and providing valuable information and data.

Finally, I would to offer my great thanks to all the teachers from MBA
Programme for sharing their knowledge and experience as well as all the person who
contribute in one way or another in my study. I would also like to thank my OMBA
colleagues who give me support, encouragement and advices throughout the course and
writing this thesis paper.

Yar Moe Lwin

ID No.161005

Online MBA

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 TABLE OF CONTENTS

Page

ABSTRACT i

ACKNOWLEDGEMENTS ii

TABLE OF CONTENTS iii

LIST OF TABLES v

LIST OF FIGURES vi

CHAPTER 1 INTRODUCTION

1.1 Rationale of the Study 2

1.2 Objective of the Study 4

1.3 Scope and Method of the Study 4

1.4 Organization of the Study 5

CHAPTER 2 THEORETICAL BACKGROUND

2.1 Training Programs 6

2.2 Employee Competency 8

2.3 Employee Job Performance 8

2.4 Previous Studies 9

2.5 Conceptual Framework of the Study 13

CHAPTER 3 PROFILE AND TRAINING PROGRAMS IN

MYANMAR GOLDEN 11 INVESTMENT INT’L
CO., LTD.

3.1 Profile of Myanmar Golden 11 Investment 15

Int‘l Co., Ltd.

7
 3.2 Training programs in Myanmar Golden 11
Investment Int‘l Co., Ltd. 17

3.3 Research Design 23

3.4 Reliability Test 23

3.5 Demographic Profile of the Respondents 24

CHAPTER 4 ANALYSIS ON THE EFFECT OF TRAINING

PROGRAMS ON EMPLOYEES COMPETENCY
AND JOB PERFORMANCE

4.1 Training Programs 27

4.2 Employee Competency 29

4.3 Employee Job Performance 34

4.4 Analysis on the Effect of Training Programs on

Employee Competency 35

4.5 Analysis on the Effect of Employee Competency on

their Job Performance 42

CHAPTER 5 CONCLUSION

5.1 Findings and Discussions 45

5.2 Suggestions and Recommendations 46

5.3 Needs for Further Research 47

REFERENCES

APPENDICES

8
 LIST OF TABLES

Table No. Particulars Page

Table (3.1) On Job Training in Myanmar Golden11 Investment Int‘l Co., Ltd. 18

Table (3.2) Detail of On Job Training 19

Table (3.3) Off Job Training 21

Table (3.4) Reliability Analysis of Variables 24

Table (3.5) Demographic Profile of Respondents 25

Table (4.1) On Job Training 27

Table (4.2) Off Job Training 28

Table (4.3) Attitude 29

Table (4.4) Knowledge 30

Table (4.5) Creativity 31

Table (4.6) Ability 32

Table (4.7) Summary Employee Competency 33

Table (4.8) Employee Job Performance 34

Table (4.9) The Effect of Training Programs on Attitude 36

Table (4.10) The Effect of Training Programs on Knowledge 37

Table (4.11) The Effect of Training Programs on Creativity 39

Table (4.12) The Effect of Training Programs on Ability 41

Table (4.13) The Effect of Employee Competency on Employee Job Performance 42

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 LIST OF FIGURES

Figure No. Particulars Page

Figure (2.1) Conceptual Framework of the Study 14

Figure (3.1) Organization Structure of Myanmar Golden 11 Investment Int‘l 16

Co., Ltd.

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 CHAPTER (1)

INTRODUCTION

Training describes the formal, prevailing efforts that had been created inside
organizations to enhance the performance and self-fulfillment of the staffs through a
variety of academic ways and programs. Within the modern workplace, these efforts have
taken on a broad vary of applications—from instruction in immensely specific job skills
to long-term development. Upgraded capacity, intelligence and skills of proficient and
well-trained personnel proved to be the major factor of competitive advantage in
international professional community (McKinsey, 2006). Therefore, it is usually
reorganized that the success of a corporation is powerfully influenced by its individual‘s
skills and attitudes. Staffs become a lot of impelled and committed if the correct learning
opportunities and development opportunities are given.

Nowadays, the community of business is a lot of and a lot of competitive and also
a lot of the sellers are in same service or product, stronger the trend of competition.
Training is effort initiated by a corporation to foster learning among its employees,
associate degreed development is effort that's adjusted a lot of towards broadening an
individual‘s skills for the long run responsibility (George & Scott, 2012). In accordance
with Fizzah (2011), training programs are necessary for the staff in organization, it helps
the staff to boost their skills and knowledge so as to present an honest performance in
work, there's massive relation between training programs and also the personal
development to their job performance.

Training programs are the strategic determination to expedited learning of the job-
related intelligence, skills, ability and behavior that are crucial for economic performance
capable of enhancing structure impact of. Without it, staffs don‘t develop the talent set
necessary for accomplishing their tasks at their topmost ability. Improved capabilities,
knowledge and skills of the talented work force tested to be a serious supply of
competitive advantage in international market (McKinsey, 2006). Structure culture and
development are affected and improved by correct and effective training programs. The
success or failure of a corporation depends on economical and impact of workforce and
their functioning via motivation and augmented results of individuals. This study includes
employees‘ competencies, employees‘ performance and organization.
11
 Training programs are indispensable strategic tool for enhancing worker
performance and organizations performance therefore organizations are hard cash on that
with assured that earns a competitive advantage within the world of business.
Organizations‘ management expected to know trainings that want of its employees‘
required training programs that help to optimally utilize their work force towards
actualization of organization‘s objective. Training could be a technique use to transfer to
employees‘ relevant skills, knowledge and competency to boost employees‘ performance
on each current assigned task and future ones.

Myanmar Golden 11 Investment Int‘l Co., Ltd. is presently endeavor fiber leasing
and Telecommunication, in Yangon and Mandalay. Myanmar Golden 11 Investment Int‘l
Co., Ltd was supported to capture the nice opportunities within the Myanmar Market. The
company has won a 15-year concession from department to make and operate Fiber
Backbone connecting major cities in Myanmar. As a telecommunication Company, staffs
need to be updated each in talent and knowledge. The corporate provides On Job and Off
Job Trainings by each senior level technicians, skilled and additionally causation staff to
outsourcing categories so as to boost employees‘ capability and performance.
Additionally hour department additionally offer numerous training programs projected by
Department Heads and approved by Chief Executive Officer.

1.1 Rationale of the Study

Training programs could be a system of an organization that emphasize on the

development of the performance of people and teams. Training programs is a facet that
has to be a side by every organization, and its major aim is to boost the employees‘
competencies such the organization will maximize. It may be a plus for a company if
employers win the ―hearts and minds‖ of their employees, obtaining them to spot with the
organization (Armstrong, 2009).Training is an academic method that involves the
sharpening of skills, concepts, dynamical of perspective and gaining additional
knowledge to reinforce the performance of the workers. Training programs play a crucial
role in enhancing employee‘s ability, potency and impact of impacting on commitment
towards recognizing their topmost potential in their productivity, in achieving goals,
vision training programs had been a sort of long investment by organization that had been
thought-about to bring large come for organization in future.

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 For a company, training programs are necessary similarly as organization growth
and profits are captivated with the training. Training programs are the educational method
that involves the acquisition of information, sharpening of skills, concepts, and rules or
dynamical of attitudes and behaviors to reinforce the performance of nowadays the best
ever factor in the globe of business is training as a result of training not only enhances the
effect and potency of staff however conjointly will increase organization‘s success or
failure is depended on its employees; their impact, productivity and potency because the
human resource is that the most important resource of a company. As per Fizzah (2011),
correct training programs have nice influence on employees‘ development and
performance to organization performance.

According to Cheng and HO (2001), by effectively training and developing of

staff, staff will become additionally aligned for career growth – career potential enhances
personal motivation. As per (Meyer and Allen, 1991), to develop the specified
knowledge, talent and capacity of the workers, to perform well on the duty, needs
effective training programs that affect training programs have favorable impact on the
employees‘ attitudes, creativity, knowledge and talents. While not training and creating
those factors of staff, there are lack and/or less of employees‘ development, skills and
productivity may be impact on organization development and performance.

The impact of training is additionally required to be evaluated with correct

guidelines. There are several evidenced events that indicated the importance of train
programs of staff in current business world. In Myanmar, all business sectors are speedy
growing and competitive particularly Telecommunication is one amongst the quick
growing one. Thus correct training for insurrection technology and effective client service
trainings ought to gain competitive advantage. As for example, in 2017 organization
visage surprising issues instead of challenges chiefly operational department that got each
technical and client communication.

Training programs needed for both the whole organization and individual are
identified by using collected information. There were freshly recruited client service
staffs whose skills are still not economical to handle each external clients and conjointly
internal customer like engineering team. So as to beat this condition, HR department and
High Management review and set to offer correct training to upgrade employees‘ talent,
communication skills, knowledge. When staff undergone training programs, there's
favorable outcomes in 2018.
13
 As mentioned above, Myanmar Golden 11 Investment Int‘l Co., Ltd. had faced
problems and hindrances in operation functions in the past due to weak of proper Training
programs and therefore understands how important the Training programs are in an
organization. Senior management and HR department realized that training is going to
improve employees' efficiency and motivation, leading to gains in both productivity and
job satisfaction. In developing a training strategy, it is useful to assess the company's
customers and competitors, strengths and weaknesses, and any relevant industry or
societal trends. It is also be helpful to conduct an internal audit to find general areas that
might benefit from training, or to complete a skills inventory to determine the types of
skills employees possess and the types needed in the future.

1.2 Objectives of the Study

The main objectives of the study are as followed;

(1) To examine the effect of training programs on employee competency in
Myanmar Golden 11 Investment International Co., Ltd.
(2) To analyze the effect of employee competency on their job performance in
Myanmar Golden 11 Investment International Co., Ltd.

1.3 Scope and Method of Study

This study focuses on the positive influence of Training programs on employees‘

performance, and use descriptive and analytical survey research method. The sample size
is 216 employees out of 460 total employees. Primary data are collected by face to face
survey interview. Investment International Company Limited. Questionnaires are based
on the fact of participants and staffs in company.

This study only focuses on effect of Training programs on employees‘

competencies in MG11 Investment Intel‘ Co., Ltd. It defines and analyzes the on-job
training and off-job training. This study only focuses on effect of Training to employees‘
development by attitudes, knowledge, creativity and abilities. This study excludes the
effect of other factors such as rewards and benefits, employee welfare, work-life balance,
changes in technology and market trends, etc. The sample includes employees from 8
sections and, in total of 460 employees. Survey data are collected from 30% of selected
employees across all sections.
14
1.4 Organization of the Study

In this paper, it includes five main chapters. Chapter 1 is the introduction section
with rational of the study, objective of the study, scope and method of study, and
limitation and organizational of the study. Chapter 2 described the theoretical
background. Chapter 3 is about background, profile and training and development
programs of the Myanmar Golden 11 Investment Int‘l Co., Ltd. Chapter 4 is the analysis
part of influence of training and development programs on employee competency and job
performance. Chapter 5 is the conclusion part presenting the summary of main findings
and analysis results, suggestion and the needs for further research.

15
 CHAPTER (2)

THEORETICAL BACKGROUND

This chapter provides a review of pertinent literature in relation to the

management of multiple factors of HR functions to create Training programs for
employees and how it in influences employee development and ultimately to employee
job performance. The first part of the chapter is about definitions of Training programs
namely on job training and off job training, employee competency and employee job
performance. The second part is the effect of Training programs on employee
competency followed by effect of employee competency and employee job performance.
Lastly, previous studies and conceptual framework of study are presented.

2.1 Training Programs

Training, as outlined within the current study ―is the planned intervention that's
designed to reinforce the determinants of individual job performance‖ (Chiaburu
&Teklab, 2005). Training is expounded to the abilities an employee should acquire to
enhance the likelihood of achieving the organization‘s overall business and educational
goals and objectives. Positive training offered to staff assist with reduction of hysteria or
frustration that most staffs have toughened on quite one occasion throughout their
employment careers (Cheng & HO, 2001).

Training could be a systematic approach to developing and enhancing worker

skills, skills and knowledge for the aim of skyrocketing structure effectiveness (Aguinus
& Kraiger, 2009). As Associate in Nursing overarching human resource management
(HRM) program It is typically thought of, and proven, to be a broad assortment of
activities that ask continual learning and development of general job- and career-related
skills (e.g. Boon, den Hartog, Boselie, & Paauwe, 2011). Training programs offer the
worker opportunities to accumulate and develop valuable resources within the variety of
skills, skills and intelligence (Koster et al., 2011).

Mel Kleiman (2000) represented that the necessities elements of a worthy worker
training programs are made on orientation, management skills, and operational skills of
staff. These theories are the groundwork of any worker development program. Janet
16
Kottke (1999) represented that worker development programs should be includes with
core proficiencies, acceptable structure through that organizations develop their
businesses at company level. The fundamental perform of the speculation is to realize
knowledge, cooperation, creative thinking and partitioning drawback (Kottke 1999).
Basic goals of many worker development programs are to deliver the mission of the
organization and support employees to be told the culture of the organization (Gerbman
2000). These objectives give facilitate to the strategic goals of business by facilitating
learning possibilities and support structure culture (Kottke 1999).

A variety of training ways are utilized in totally different organizations these days,
to train totally different people. DeCauza et al (1996) explains that the foremost
fashionable training program ways utilized by organizations is classified as either On job
training and Off job training.

On Job training ways ask the ways that square measure applied within the work
place, whereas the employees is truly operating therefore on acquire specific talent. This
technique is needed to enhance the employees that had inadequate educational
qualification for his job performance. It is additionally considered training at intervals the
organization policy. Jain (1999) thought of on job training as a casual style of training
given to staff at the work place, wherever the trainer plays the role of the immediate
supervisor of the staff and its purpose is to enhance the employee‘s operating skills,
potency and productivity. There are three common techniques that are utilized by the
organization to training employees: orientation, job instruction, job rotation, mentoring
and training. Training takes place within the traditional operating surroundings of the
worker and may occur once playacting real work. Or it happens elsewhere within the
workplace exploitation special training rooms, workstations or instrumentality. OJT's
simple goal is to train staff to try and do their jobs exploitation their existing
surroundings, tools, and technical training.

Off Job Training ways square measure used far away from work places. Lewis
and Trevitt (1994) define off job training that it offers earning chance through attending at
training for far away from the work or workplace. Some skills and knowledge are tough
to show at the worksite, therefore off-site training is important. Staffs receive training far
away from their posts or workstation. The strategy additionally permits the utilization of a
bigger kind of training techniques, these include: lectures, seminar, workshop, special

17
study, films, workshop, conferences or discussions, case studies, role playing, simulation,
programmed instruction and laboratory training.

2.2 Employee Competency

According to Boyatzis (2008), competence is a personality's capability or ability.

However, Rossilah (2008) expressed that competence or potency was said as a collection
of characteristics of intelligence, skills, attitudes, intellect and consider of one's own
interests to hold out their duties with efficiency and effectively. McClelland (1998)
additional outlined competence as basic personal characteristic that's a crucial issue for
acting with success in a job or scenario. It is necessary for a corporation to confirm that
staffs have the information, skills and perspective in accordance with the organization
goals, objectives and values. Bently (1990) stressed that so as for the worker to get all the
required competencies, organizations should develop a correct training program.

2.3 Employee Job Performance

Deadrick and Gardner's (2007) stated worker performance because the record of
outcomes achieved, for every job operate, throughout a mere amount of your time. If
viewed during this approach, performance is drawn as a distribution of outcomes
achieved; and performance could be measured by employing a form of parameters that
describe an employee's paten of performance over time. On the other hand, a later
definition was provided by Saeed et al (2013) defines employee‘s performance because
the art to finish tasks among the outlined boundaries. Adding on to it, so as for worker to
perform there should be some variables that have got to be taken care of. These variables
embrace manager‘s perspective, organizational culture, personal issues, and job content
and money rewards. What is more, all of those variables have positive influence on the
performance of the workers except personal issues of the workers that hinders the
performance of the workers.

18
2.4 Previous Studies

There are many studies that analyze the result of training programs on worker
competence and job performance. F. Otoo (2018) examined the result of human resource
development programs in worker competencies. The sample size is five hundred and
therefore the respondents are the workers of chosen branches of GCB Bank Ltd. The
results indicate that training had a considerably impact on worker competencies. These
information support the suppositions of the idea of human capital initially developed by
Becker (1964, 1993) who regarded training as a variety of investment that ends up in
higher individual productivity.

Mahmood, Hee, Yin, & Hamli (2018) studied the mediating effects of worker
competence on the connection between training functions and worker performance. The
respondents of the study include executives and assistant executives from a municipal
council in Johor, Malaysia. It had been discovered that worker competence could be a
partial treated between training functions and worker performance.

Alainati, Alshawi, & Al-Karaghouli (2010) analyzed the idea of ability and
therefore the necessary result of education and training on the individual ability, thus the
organizational ability. The paper self-addressed whether or not education and training has
a sway on individuals‘ competence and so on structure competence. The analysis reveals
that there's so a positive effect of education and training on competence.

Halik, Mehmet, & Omer (2013) analyzed the results of individual competencies
on performance within the services industries in Turkey. The questionnaires were
distributed to 3000 staffs in 30 corporations across the industry. The results demonstrate
that individual competencies like core, task and social control competencies have positive
effect of competencies and individual performance. Moreover, core competencies had
utmost important result on individual performance.

Furthermore, there are studies that indicate the results of bound competencies on
individual job performance. for instance, Qiao and Wang, (2009) counsel that team-
building, communication; coordination, execution and continual learning are vital
competencies for the success of middle managers in China.

19
2.4.1 The Effect of Training Programs on Employee Competency

Any establishment of higher learning or business whose goals are to survive and
prosper nowadays diverse and regressed economy has found it imperative to speculate in
in progress training programs to enhance staffs competence also on acquire the best come
back in investment of human capital (Knoke & Kalleberg, 1994). However the method of
training programs isn't constant. Variability of worker behavior throughout organizational
education and development is presently mentioned theme but, there's an absence of
studies and researches targeted on this space. The aim is to reveal current approach and
reactions of staff towards training programs in organizations and to specify variants of
behavior as factors moving worker competence and job performance.

According to previous literature, it is evident that there's a robust linkage between

HRM programs and organizational performance. The empirical effect of training as a sole
human resource program and organizational performance, but intuitively compelling,
remains thought-about weak since a comparatively little variety of surveys are conducted
to check it. Bartel (1994), in an exceedingly survey conducted within the producing
sector, found that there's a positive effect of implementing formal worker training
programs and labor productivity, each at individual and structure level.

Current main goal of all organizations is to stay and develop quality staff (Ahsan, et al.,
2013). Clearly, the most factor that remaining factors genuinely vital to revamp the
associations' and economy level square measure people and their administration. Human
resources and also the ability of organizations of their management and competence are
irreplaceable in current information economy (McDonnell, Lavelle and Gunnigle, 2014).

Subsequently, associations ought to think about training and learning procedure of

each employee. It is necessary to screen the procedure and responses of representatives on
instruction and improvement regarding their character, variety of work, social qualities
and conduct – every worker is a personal with totally different perception and reactions
(Loke, et al., 2012).

Similarly, Ahmad and Karia (n.d.) have stressed the link between training and
attitude because it relates to operating with others. Staffs with positive attitudes become
stakeholders within the method and job accomplishment is of the next priority. Moreover,
successful organizations attain a partnership between employees and management. The
partnership includes participation in cooperation activities and continuous training
20
application. The reportable findings any counsel that associate employee‘s participation
in higher cognitive process and drawback determination develops structure trust
(Anschutz, 1995). In line with Guest (1997) who recognized that training programs, as a
unique program, affects the standard of the HR outcome of skills and capability, however
activity and attitudinal modification and so higher performance is achieved by the
contribution of the implementation of alternative programs in addition.

The creativity could be a core factor for workers to boost the organization‘s ways
and ways as a result of a firm is competitive for fulfillment in today‘s globally
competitive environment; in consequence power refers to the flexibility to make one thing
new that is beneficial for organization functions. As per Random House (1981), the word
―create‖ may be outlined as ―to evolve from one‘s own thought or imagination‖ to
develop and generate new concepts so as to encourage the staff to point out positive angle
in operating setting. several public sectors, non-public sector firms and agencies are
organizing a piece around work groups or project groups, that needed the organizations to
place confidence in the way to boost emotional intelligence, creativity and attitude at the
team level to extend the employee‘s work commitment and performance in a company.

Employees who are being educated and developed usually higher their interest in
further improving competency, employees get to know the training process and use of
their abilities; also learn how to manage and use their reactions to Training programs and
how to continue in the training process on a higher level. Employees also find how to use
their new skills and knowledge to upgrade their performance. Employees who are
constantly educated also work towards organizational goals and follow organizational
strategy; communicative, cooperative, proactive, respectful, customer-friendly, willing
and able to constantly learn (Li, et al., 2009; Vnoučková, 2013). As Gururajan and Fink
(2010) have stated, measuring the level of education and the process evaluation in
organizations is necessary for predicting future trend in competency requirement.

2.4.2 Effect of Employee Competency on Employee Job Performance

Performance suggests that however the employees are ready to effectively manage
and present their tasks to mirror their quality and sensible service most well-liked by their
organizations (Olaniyan and Luka, 2008). On these lines, there's an instantaneous
association between making ready, improvement and representative execution. On the off
21
probability that the employees would be increasingly ready or progressively designed up,
their demeanors, info, originality, and capacities increment and consequently, their
activity execution, all things thought of, increase too. However, typically staffs feel that
trainings may end up conflicts between staff and their organizations and this could
influence on the organization performance and effectiveness (Sahinidis, et al., 2002).

As the job and career progress, staff would like new skills and ability. Therefore,
worker ability helps that person to boost ability to handle a range of assignments;
improves performance in any respect levels in their present jobs; helps to sustain sensible
performance of the things throughout their carrier exploring their full potential; answer
the supply of needed numbers of personnel with the required skills thus on meet this and
anticipated future desires of the organization and conjointly to produce the opportunities
for the employees to meet their career aspiration, and to answer that social control
resources of the organization are used optimally. As per Itika (2008), competency sees the
workers as adjustable resources with a range of skills and places among the organization
and It is conjointly involved with giving the individual the proper mixture of skills,
experiences and get in touch with to alter them to attain their full potential.

Staffs competency is said to many factors among the organization like worker
mind set their knowledge, creativeness at work and talents. The attitude of worker at work
will greatly vary by the result of assorted training programs. With the proper mixture of
training activities, a company will facilitate develop higher, stronger associate degreed a
lot of positive attitude in a worker towards their work, work setting and team that results
in higher communication, satisfaction and motive to be told and eventually superior
performance results. Likewise, training programs increase associate degree employee‘s
job knowledge. A rise in job knowledge implies that the worker feels softer doing his job
and performs at a high level.

Creativity has become essential as organizations face the world economic

competition these days. Company‘s success and survival depends on the degree to that
staff will remodel inventive concepts into innovative product and services. As innovation
is ―the successful implementation of inventive concepts among associate degree
organization‖, we are able to say that creativeness by staff and groups is that the place to
begin for innovation. For that reason, the creativeness is important for the organizations
that wish to retort to advancing technology; ever-changing setting and structure structure
and overcoming competitors. Again, training staff concerning the organization, wherever
22
every worker fits within the organization and the way the organization fits into its overall
trade improves creativeness. In alternative words, staffs have a knowledge framework,
delivered although training, are inventive in finding issues, each within the short and long
run, who are nice assets to the organization to main competitive near this extremely
competitor market.

As per Farooq. M, & Aslam. M. K (2011), managers try their level to develop the
employee‘s capabilities, ultimately making sensible operating setting among the
organization. For the sake of capability building, managers are concerned in developing
the effective training programs for his or her staff to equip them with the required
knowledge, skills and talents to attain structure goals. This struggle by the highest
management not solely improves the worker performance however conjointly creates
positive image of the firm worldwide, (Jia-Fang, 2010). Effective training programs helps
staff to urge acquaintance with the required new technological advancement, conjointly
gaining full command on the competencies and skills needed to perform at s explicit job
and to void on the work errors and mistakes (Robert, 2006).

In accordance with Wright and Geroy (2001), workers competencies amendment

through effective training programs. It not solely improves the general performance of the
workers to effectively perform this job however conjointly enhance the knowledge, skills
associate degree attitude of the staff necessary for the longer term job, so causative to
superior structure performance. Through training the worker competencies are developed
and alter them to implement the job-related work with efficiency, and accomplish firm
objectives in a very competitive manner.

2.5 Conceptual Framework of the Study

A conceptual framework is developed in this study based on previous academic

review and literature review. This conceptual framework shows how on job training and
off job training influence employee competency and job performance. The conceptual
framework of this study is shown in Figure (2.1). In the conceptual framework of this
study, three major sections are involved. The first section is about Training programs
which includes on job training and off job training. The second part is employee
competency which is measured by attitude, knowledge, creativity and ability. And the last
one is employee job performance.

23
 Figure (2.1) Conceptual Frame Work of the Study

Employee Competency
Training Programs
 Attitude Employee Job
 On Job Training  Knowledge Performance
 Off Job Training  Creativity
 Ability

Source: Own Compilation (2019)

On Job Training and Off Job Training are chosen as sub-variables for Training
programs and as for employee competency; Attitude, Knowledge, Creativity, and Ability
are chosen. In this model employee competency play as a mediator on training programs
effects on employee job performance.

24
 CHAPTER (3)

PROFILE AND TRAINING PROGRAMS IN

MYANMAR GOLDEN 11 INVESTMENT INT’L CO., LTD.

This chapter describes the profile of Myanmar Golden 11 Investment Int‘l Co.,
Ltd. (PTIC) which includes the company profile, mission and vision statement, and the
company‘s organization structure. Secondly, Training programs in Myanmar Golden 11
Investment Int‘l Co., Ltd. are described. Lastly, survey results regarding to Training
programs are described together with mean tables.

3.1 Profile of Myanmar Golden 11 Investment Int’l Co., Ltd.

Since 2014, Myanmar Golden 11 Investment Int‘l Co., Ltd. was founded to
capture the great opportunities in the Myanmar Market. The company has won a 15-year
concession from Ministry of Rail to build and operate Fiber Backbone connecting major
cities in Myanmar. It has proprietary access to real estates along the railway to construct
telecom tower infrastructure. It is in a favorable position to obtain ISP and 4G wireless
license. In addition, Myanmar Golden 11 Investment Int‘l Co., Ltd. going to launch data
center to carter to the needs of Myanmar Market in the near future.

With a Management Team with telecom experience from North America and
Asia, and support from world class investors, Myanmar Golden 11 Investment Int‘l Co.,
Ltd. is well positioned to disrupt Myanmar Telecom market with high quality services at
affordable prices.

When we started the fiber maintenance we found there were no certificates so we

created our own MG11 SOPs and training to provide consistent fiber servicing using the
FIS and FMS apps as a market differentiation to deliver high quality fiber service ... these
apps, together with our NOC help desk Trouble Ticket System have proved essential in
the harsh Myanmar market.
Proven vision and mission statement of Myanmar Golden 11 Investment Int‘l Co.,
Ltd for fulfilling the needs of customers with complementary offerings with well-
designed and promote increased sharing of infrastructure assets are as followed. Vision is
for becoming the largest and most trustable Telecom Infrastructure Solutions. The
25
organization has four mission statements regarding with Innovation, Cost Fair, Safe and
Best customer service. Myanmar Golden 11 Investment Int‘l Co., Ltd focuses on
development of Myanmar Environment and its people by mission statements. Innovation
statement goes for ―Operating immerse solutions with Innovative designs‖. Cost fair
means ―Reduced Capital Investment – as new infrastructure need not be created
exclusively for them‖. Safe goes ―With 24/7 fiber-monitoring system (FMS) with
artificial intelligence to ‗fix it before it breaks‘ providing proactive operational support
for the MG11 Network Operation Center (NOC)‖. Best customer service statement goes
for ―To offer the innovative solutions by using flexible service modules and structure.
The company offers High capacity, Scalable, Reliable, and Fast Deployment‖.

The figure (3.1) shows the organization structure of Myanmar Golden 11

Investment Int‘l Co., Ltd.

Figure (3.1) Organization Structure of Myanmar Golden 11 Investment Int’l Co.,

Ltd.

Managing
Director

Chief Executive
Officer

Chief
Technology
Officer (1)
Assistant
General
Manager

Admin & HR Operation

Finance Dept. Legal Dept.
Dept. Dept.

Finance
NOC Room Project Dept.
Manager

Admin & HR Executive NOC Network Project

Executive Assistant Engineer Engineer

Accountants – MG11 Senior Cashier

(MG11 & Supervisor
Accountants – GMBX GMBX)

NOC Customer
Engineer
Service Staff

Cleaner Field Worker

Source: Myanmar Golden 11 Investment Int‘l Co., Ltd. (2019)

26
 Myanmar Golden 11 Investment Int‘l Co., Ltd currently have 460 employees with
nine layers categorized into (3) major categories; Top Management includes Managing
Director - takes the helm of the whole company; under whom Chief Executive Officer -
takes order from and executes the whole organization which is formed with the Operation
Department, Finance Department, HR and Admin Department and Legal Department;
Chief Technology Officer – who mainly responsible for Operation Department with (2)
Sections namely Network Operation Center (NOC Room) and Project Department. The
Operation Department is co-managed by Chief Technology Officer who directly takes
order from and reports back to CEO. Middle Management includes Assistant General
Manager who operates, manages and runs all four departments as per CEO directives and
instructions, Managers and Executives (Section Heads) who are responsible and operate
each department concerned along with the support of junior staffs under instructions and
directives from Assistant General Manager. As for under management level includes form
supervisors to field workers who are operating in respective assigned workplaces (both in
office and in field) under management instructions. The company has nine different
layers ranging from Managing Director at the highest to staff at the lowest.

3.2 Training Programs in Myanmar Golden 11 Investment Int’l Co., Ltd.

HR is responsible for ensuring that employees receive the appropriate training

(whether in-house or off-site) to adequately perform their jobs. Thus, employees are
equipped to help achieve desired departmental and company goals and objectives.
Encouraging employees to take advantage of the tuition reimbursement benefit gives
employees as incentive to further their education and use their acquired skills and
knowledge for the betterment of the company in general. HR Department also assists
with change management and performance management needs of the organization. As
MG11 also focus on Employees‘ development, HR Department is giving following
training programs by collaboration with department concerned and outsource concerned.

3.2.1 On Job Training

Table (3.1) shows the on job training which are being implemented in Myanmar
Golden 11 Investment Int‘l Co., Ltd.

27
 Table (3.1) On Job Training in Myanmar Golden 11 Investment Int’l Co., Ltd.

No. Department Course Description Trained By

NOC Room Customer Service

1 Section Head
Training
NOC Room,
2 Basic Networking Trainings Section Head
Operation
3 Department Basic Computer Training HR Department

4 Basic English Training HR Department

5 MYOB Training Finance Manager

6 Finance Department Basic Computer Training HR Department

7 Basic English Training HR Department

8 HR and Admin SOP Training AGM

HR and Admin
9 Basic Computer Training HR Department
Department
10 Basic English Training HR Department
Source: Myanmar Golden 11 Investment Int‘l Co., Ltd. (2019)

In order to provide the relevant trainings to employees – both old and new, HR
Department has to prepare the training programs under the instructions and approval of
CEO and also with the cooperation of department head concerned. All employees are
basically attended Basic Computer Training which is to improve the computerized office
management skill – MS office package, and Basic English which is to improve the
language skill; both mentioned trainings are executed by trainer from HR Department.
NOC Room is responsible for both Customer Service and monitoring the status of
Networks; NOC room customer service training and Basic network training are trained by
Department concerned. In order to implement the smarter way for Financing, MYOB
training is given by Finance Manager to junior account and finance staffs. As Human
Resource is one of the important role to manage the disciplinary actions of organization,
all HR and Admin staffs are trained HR and Admin Department SOP (Standard
Operating Procedures) training by Assistant General Manager.

Table (3.2) shows the detail on job training such as target trainees, trained by
whom, location and training duration.

28
 Table (3.2) Detail of On Job Training

Course
No. Targeted Trainees Trained By Location Duration
Description
Orientation HR
1 All Employees In-House 1 Day
Training Department
Basic Networking Network Engineer, Section
2 In-house 3 Days
Trainings Engineers Head
NOC Customer
Service Staffs,
Product Network Engineer, Section
3 In-house 2 Days
Knowledge Project Manager, Head
Supervisors and
Engineers
Network Engineer,
Project Manager, Section
4 Cabling Technics In-house 2 Days
Supervisors and Head
Engineers
NOC Customer
Service Staffs,
Network Engineer,
Tower Accessories Section
5 Project Manager, In-house 2 Days
Knowledge Head
Supervisors and
Engineers, Field
Workers.

NOC Customer
Service Staffs,
Monitoring System Network Engineer, Section
6 In-house 2 Days
Training Project Manager, Head
Supervisors and
Engineers.

Customer Service Customer Service Section

7 In-house 2 Days
Training Staffs Head

29
 Course
No. Targeted Trainees Trained By Location Duration
Description
Basic Computer HR
8 All Employees In-house 2 Days
Training Department
Basic English HR
9 All Employees In-house 2 Days
Training Department
Basic Account Finance
10 Finance Staffs In-house 3 Days
Training Manager
HR and Admin
11 HR and Admin Staffs AGM In-house 3 Days
SOP Training
Management
12 All Supervisors AGM In-house 2 Days
Training
Source: Myanmar Golden 11 Investment Int‘l Co., Ltd. (2019)

As mentioned in above table, there is also classification for In-house training

programs and targeted trainees. Orientation is for all newly recruited staffs and also
existing employees in order to learn about organization and updated policies and
procedure by HR Department. To understand the Networking knowledge, all Network
Engineers and Field engineers have to join the Basic Network Training program by
Operation Section Head. Product knowledge training, cabling technics training, tower
accessories knowledge training, and monitoring system training are trained to NOC room
customer service staffs, network engineer, project manager, supervisors, engineers and
field workers by section head concerned to improve required skill and knowledge.
Customer service training is trained for customer service staffs by section head
concerned. Basic computer training and Basic English training are trained by Trainer
from HR department to all employees. To understand the process and procedures of HR
and Admin department, SOPs are lectured to HR and Admin employees by Assistant
General Manager. All supervisors need to improve their management skills and AGM is
sharing knowledge and lectures in Management training.

Besides the above training programs, all new recruits shall pass the Orientation provided
by HR Department in order to become a permanent employee. Moreover, employees are
occasionally assigned job enrichment program so that employees can handle more job
tasks and customer complaints after trainings.

30
 Myanmar Golden 11 Investment Int‘l Co., Ltd. also programs job rotation.
However, as the organization has fewer employees, minor job rotation is currently
implementing as follows:

 NOC Room, Operation – There are times when customer service staffs have to
assist in Network Engineers in some projects.
 Finance Department – Have two job tasks: Account Payable and Account
Receivable sections where employees from two sections exchange to familiarize
with the other sections job programs.
 HR and Admin Department – Occasionally to regularly rotate employees between
HR and Admin sections for familiarization purposes.

3.2.2 Off Job Training

Table (3.3) shows the off job training which are being implemented in Myanmar
Golden 11 Investment Int‘l Co., Ltd.

Table (3.3) Off Job Training

Course
No. Targeted Trainees Trained By Location Duration
Description
Network Engineer, Project
Splicing Outsource
1 Manager, Supervisors and External 3 Days
Technics Technicians
Engineers
Network Engineer, Project
OTDR Outsource
2 Manager, Supervisors and External 3 Days
Training Technicians
Engineers
FIS Network Engineer, Project
Outsource
3 Application Manager, Supervisors and External 3 Days
Technicians
Training Engineers
MYOB
Outsource
4 Software Finance Team External 1 Weeks
Trainer
Training

31
 Course
No. Targeted Trainees Trained By Location Duration
Description
Tax Laws Outsource
5 Finance Team External 1 Day
Seminar Trainer
Outsource
6 Labor Law HR Team External 1 Day
Trainer
Management
Outsource
7 Training All Supervisors External 1 Weeks
Trainer
Program
Source: Myanmar Golden 11 Investment Int‘l Co., Ltd. (2019)

HR department have to observe and discuss the requirements of employees in

their workplace and also responsible for implement the improvement of employees.
Sometimes as per department head concerned request and also as per HR department
observation, outsource training programs such as lecture class, seminars, and workshops
are arranged and send the employees. Network Engineer, Project Manager, Supervisors
and Engineers are send to both training class outside of workplace and trained by invited
external trainers for Splicing Technics training – to understand how fiber cables are
handling, OTDR Training – how to monitor the cable status and measurement, FIS
Application Training – which is application to monitor the network status, also the
tracking and ticketing system for project sites. As for Finance staffs, have to attend Tax
law seminars in order to know updated Taxation Laws and procedures. MYOB software
is the popular and effective way for keeping the financial records and as for software
training, external trainers train employees. Labor law is important for managing the
employees for the fair and mutual advantage for both employer and employees, and in
order to implement the effective working environment as per government rules and
regulations, HR staffs are to understand updated labor Laws, and to attend the workshops
and seminars .Advance Management trainings are trained by lecturers from external
classes to all supervisors to improve management skill.

32
3.3 Research Design

This study aims to identify the level of Training programs in Myanmar Golden 11
Investment Int‘l Co., Ltd. and to analyze the effect of Training programs on employee
competency and their job performance at Myanmar Golden 11 Investment Int‘l Co., Ltd.
There are 480 employees in Myanmar Golden 11 Investment Int‘l Co., Ltd. The sample
size of this study is 216 employees. The descriptive and analytical survey research
method, and linear regression method are used in this study. After collecting primary
data, the survey data are entered in SPSS to analyze the results and test the reliability
analysis. SPSS (Statistical Package for the Social Scientists) is a data management and
statistical analysis tool for researchers. In SPSS, variables are created first before data
value is entered into respective variables.

The questionnaire consists of five parts – demographic, on job training, off job
training, employee competency and employee job performance. The questions in section
1 are Demographic profile of respondents. The other questions are asked with a five-point
Likerts scale ranging from strongly disagree to strongly agree (1 = strongly disagree to 5
= strongly agree). The reliability analysis of the questionnaire is in next section.

3.4 Reliability Test

Reliability was undertaken in order to test the internal consistency of the variables
in the questionnaire. Cronbach‘s alpha is a measure of internal consistency, that is, how
closely related a set of items are as a group. It is considered to be a measure of scale
reliability. In other words, the reliability of any given measurement refers to the extent to
which it is a consistent measure of a concept, and Cronbach‘s alpha is one way of
measuring the strength of that consistency. Cronbach‘s alpha is computed by correlating
the score for each scale item with the total score for each observation (usually individual
survey respondents or test takers), and then comparing that to the variance for all
individual item scores.

33
 Table (3.4) Reliability Analysis of Variables

Cronbach’s
Factor No. of Items Interpretation
Alpha

On Job Training 5 0.821 Good

Off Job Training 5 0.893 Good

Attitude 4 0.832 Good

Knowledge 4 0.814 Good

Creativity 4 0.850 Good

Ability 4 0.790 Acceptable

Employee Job Performance 8 0.871 Good

Source: Proven Technology Industry Co., Ltd. (2019)

Table (3.4) shows the outcomes of reliability test of the study. Analysis are
measured based on following factors: On Job Training, Off Job Training, Attitude,
Knowledge, Creativity, Ability and Job performance which shows the good and
acceptable results. According to the results, the Cronbach‘s Alpha of all constructs are
above 0.7 and it indicates that the consistency or reliability of the constructs under this
study is undoubtedly accepted.

3.5 Demographic Profile of the Respondents

In this study, demographic profile of respondents is analyzed with their gender,

age, education level, tenure with organization, level of position, etc. This demographic
profile of respondents is shown in Table (3.5).

34
 Table (3.5) Demographic Profile of Respondents

Demographic
No. Description Number Percentage
Factor

Total 216 100.00

Male 132 61.11

1 Gender
Female 84 38.89
18 – 25 38 17.59
26 – 35 136 62.96
2 Age
36 – 45 34 15.74
46 and above 8 3.71
High School Graduate 6 2.78
Bachelor Degree 186 86.11
3 Education Level
Master 24 11.11
Ph. D Degree 0 0
Less than 6 months 8 3.70
6 months – 1 year 54 25.00
Tenure with
4 1 – 3 years 104 48.15
Organization
3 – 5 years 22 10.19
5 years and above 28 12.96
Worker 14 6.48
Engineer 126 58.33
5 Level of Position Supervisor 24 11.11
Manager 46 21.30
Assistant General Manager 6 2.78
Single 127 58.80
6 Marital Status
Married 89 41.20
Training Yes 204 94.44
7
Relevancy No 12 5.56
Source: Survey Data (2019)

As shown in table (3.5), the numbers of male respondents are 132 which comprise
over 60% of the sample population while the remaining respondents are female. It can be
seen that over half of the employees are male. In terms of age group, the majority of the

35
respondents are between 25 – 34 age groups which occupy over 62%. The respondents
with age between 18 – 25 comprise about the same portion as those within 36 – 45 with
17.59% and 15.74% respectively. The respondents over 46 take 3.71% only. Therefore, it
can be said that the majority of the employees are under 35 who are relatively younger
workforce.

When it comes to education level, over 86% of the respondents are bachelor
degree holders and 11.11% are master degree holders while only 2.78% are high school
graduates which show that most of the employees have strong education background. For
tenure with the organization, respondents with 1 – 3 years and 6 months – 1 year
comprise 48.15% and 25% respectively. 3 – 5 years and 5 years above are over 10% each
whilst less than 6 months are only 3.7%. Therefore, it can be interpreted that the company
has new and fresh workforce rather than employees with long service years.

For levels of position, engineers comprise 58.33% of the sample population

followed by manager and supervisor with 21.3% and 11.11% respectively. Workers and
assistant general managers are the least portion with 6.48% and 2.78% respectively.
Therefore, the company has diamond shape hierarchical structure. In terms of marital
status, singles are nearly 60% while the remaining are married.

When it comes to training relevancy, over 94% of the respondents say that the
training employees received were relevant to their job while only 5.56% declined it.
Therefore, it can be said that training programs provided by the company are relevant to
majority of the employees.

36
 CHAPTER (4)

ANALYSIS ON THE EFFECT OF TRAINING PROGRAMS

ON EMPLOYEES COMPETENCY AND JOB PERFORMANCE

This chapter describes the on job training, off job training, employee competency
and their job performance at Myanmar Golden 11 Investment Int‘l Co., Ltd. and the effect
of Training programs on employee competency and job performance by using linear
regression.

4.1 Training programs

In this study, Training programs of Myanmar Golden 11 Investment Int‘l Co., Ltd.
are studied. For Training programs, on job training and off job training with five different
questions each are asked to collect data. The collected results are as follows:

4.1.1 On Job Training

This section is to analyze the impression of employee on On Job Training

provided by Myanmar Golden 11 Investment Int‘l Co., Ltd. It contains five statements
which are asked to 216 respondents. Each item has scale of 1 to 5 (1 = strongly disagree
to 5 = strongly agree). This result is shown in Table (4.1).

Table (4.1) On Job Training

Std.
No. Items Mean
Deviation
1 Provided the job rotation within organization. 3.54 1.200

2 Mentoring system to employees. 3.75 1.258

3 All employees received regular one-to-one training. 3.63 1.117

4 Receiving job instruction from supervisor regularly. 3.75 1.116

5 The company offers employees job enrichment occasionally. 3.67 1.200

Overall Mean 3.67

Source: Survey Data (2019)
37
 According to survey results from Table (4.1), the two highest mean values
indicate that the company programs mentoring system to improve employees receive job
instruction from their supervisors. The third highest mean value show that the company
offers them job enrichment occasionally. The two lowest mean values indicate that the
company utilize one-to-one coaching to train employees and job rotation opportunity
across different functions and departments.

The overall mean value of 3.67 shows that employees agree that the company
provides a variety on job training programs and opportunities for their improvement. As a
result, it is interrupted employees got proper and effective On the Job training programs;
regular Job rotation, mentoring system by senior employees, one-to-one coaching, and job
enrichment occasionally made improvement for employees‘ performance.

4.1.2 Off Job Training

This section is to analyze the impression of employee on Off Job Training

provided by Myanmar Golden 11 Investment Int‘l Co., Ltd. It contains five statements
which are asked to 216 respondents. Each item has scale of 1 to 5 (1 = strongly disagree
to 5 = strongly agree). This result is shown in Table (4.2).

Table (4.2) Off Job Training

No. Items Mean Std. Deviation

1 Provide job related lecture classes. 3.62 1.237

2 Sends employees to attend seminar programs. 3.59 1.232

3 Send to job related workshop training programs. 3.64 1.261

4 Role playing to improve knowledge and abilities. 3.73 1.071

5 Case study programs to learn new ideas. 3.69 1.142

Overall Mean 3.65

Source: Survey Data (2019)

From these results, it can be seen that the two highest mean values indicate that
employees are periodically participated in role playing activities and the company utilizes

38
case study programs to learn new ideas and lesson learned. The third and fourth highest
mean values show that employees are provided a chance to attend workshop training
programs and seminar programs which are relevant to their jobs. The lowest mean value
indicates that the company provides relevant lecture classes concerned with their job
assigned.

The overall mean value of 3.65 shows that the employees agree that the company
provides a wide range of off job training programs to aid employees at doing their job. As
a result, it is interrupted employees got proper and effective Off the Job training
programs; lecture classes, seminars, workshop training, and chances to utilize
occasionally made improvement for employees‘ performance.

4.2 Employee Competency

In this study, employees‘ competencies of Myanmar Golden 11 Investment Int‘l
Co., Ltd. are studied. For employee competency, attitude, knowledge, creativity and
ability with four different questions each are asked to collect data. The collected results
are as follows:

4.2.1 Attitude
This section is to analyze the attitude dimension of employee competency at
Myanmar Golden 11 Investment Int‘l Co., Ltd. It contains four statements which are
asked to 216 respondents. Each item has scale of 1 to 5 (1 = strongly disagree to 5 =
strongly agree). This result is shown in Table (4.3).

Table (4.3) Attitude

No. Items Mean Std. Deviation

1 Feeling valued at current job. 3.65 1.203
2 Feeling motivated at workplace. 3.72 1.249
3 Feel easier to accept challenges. 3.78 1.274
4 Having sound relationship with colleagues. 3.70 1.335
Overall Mean 3.71
Source: Survey Data (2019)

39
 From these results, it can be seen that the highest mean value indicates that
employees find it easier to accept challenges. The second highest mean value indicates
that employees feel motivated at Myanmar Golden 11 Investment Int‘l Co., Ltd. The third
highest mean value shows that employees have sound relationship with colleagues. The
lowest mean value shows that employees feel valued at their job.

The overall mean value of 3.71 indicates that employees have good attitudes. As a
result, the attitude of an employee largely influences how employees perform at work and
employees at Myanmar Golden 11 Investment Int‘l Co., Ltd. have strong and high
attitude which is very beneficial to both the company and the employee themselves.

4.2.2 Knowledge

This section is to analyze the knowledge dimension of employee competency at

Myanmar Golden 11 Investment Int‘l Co., Ltd. It contains four statements which are
asked to 216 respondents. Each item has scale of 1 to 5 (1 = strongly disagree to 5 =
strongly agree). This result is shown in Table (4.4).

Table (4.4) Knowledge

No. Items Mean Std. Deviation

1 Knowing the job functions of departments. 3.78 1.252

2 Applying best knowledge at work. 3.70 1.234

3 Familiar with department SOP. 3.76 1.260
4 Employees know what is expected from work. 3.87 1.029

Overall Mean 3.78

Source: Survey Data (2019)

According to survey results from Table (4.4), the two highest mean values show
that employees know what is expected from them at work and have functional and cross-
functional knowledge and processes. The third highest mean value indicate that
employees have strong knowledge of their department‘s SOP. The lowest mean value
means that employees can apply what they learned from training programs.

40
 The overall mean value of 3.78 indicates that employees not only have enough
knowledge in their respective field but also are familiar with the processes of other
departments. As per result from above table, if employees have strong knowledge of what
processes are doing, the processes become smoother and faster this is critical in this
modern world.

4.2.3 Creativity

This section is to analyze the creativity dimension of employee competency at

Myanmar Golden 11 Investment Int‘l Co., Ltd. It contains four statements which are
asked to 216 respondents. Each item has scale of 1 to 5 (1 = strongly disagree to 5 =
strongly agree). This result is shown in Table (4.5).

Table (4.5) Creativity

No. Items Mean Std. Deviation

1 Developed new ideas and plans. 3.76 0.991
2 Think ways to reach current work goals. 3.79 1.095
3 Making suggestions from different opinion. 3.69 1.209
4 Generating ground-breaking ideas related to the field. 3.70 1.256
Overall Mean 3.74
Source: Survey Data (2019)

Based on the survey data described in Table (4.5), the two highest mean values
indicate that employees can think of many ways to reach their goals and they can plan and
schedule enough for implementing new ideas. The third highest mean value shows that
can generate ground-breaking ideas related to the field. The lowest mean value indicates
that employees can make suggestions from another perspective.

The overall mean value of 3.74 shows that employees have certain degree of
creativity at their work. As per result from above table, if employees have strong and
different point of view on assigned work, eager to do creativity and development, and
also having different dimensional views and suggestions.

41
4.2.4 Ability

This section is to analyze the ability dimension of employee competency at

Myanmar Golden 11 Investment Int‘l Co., Ltd. It contains four statements which are
asked to 216 respondents. Each item has scale of 1 to 5 (1 = strongly disagree to 5 =
strongly agree). This result is shown in Table (4.6).

Table (4.6) Ability

No. Items Mean Std. Deviation

1 More proficient at assigned work. 3.70 1.211

2 Problem-solving skill is improved. 3.78 1.022

3 Making suggestions to colleagues. 3.84 0.995

4 Overcoming obstacles at work. 3.81 0.980

Overall Mean 3.78

Source: Survey Data (2019)

According to Table (4.6), the highest mean value indicates that employees can
make suggestions to their colleagues. The second and third highest mean values show that
employees can overcome obstacles that facing at work and they feel that and their
problem-solving skill is improved. The lowest mean value indicates that the employees
become more proficient at their work.

The overall mean value of 3.78 means that employees at Myanmar Golden 11
Investment Int‘l Co., Ltd. have both hard skills and soft skills enough to solve and
overcome the problems they face at work. As a result, training programs in Myanmar
Golden 11 Investment Int‘l Co., Ltd. are positively effect on employees‘ ability and
employees‘ performance development.

42
4.2.5 Summary of Employee Competency

This section is to analyze the employee competency at Myanmar Golden 11

Investment Int‘l Co., Ltd. This result is shown in Table (4.7).

Table (4.7) Summary of Employee Competency

No. Items Mean

1 Attitude 3.71

2 Knowledge 3.78

3 Creativity 3.74

4 Ability 3.78

Overall Mean 3.75

Source: Survey Data (2019)

Based on survey data from Table (4.7), it can be seen that the respondents have
highest mean value on knowledge and ability dimensions among the four which means
that employees at Myanmar Golden 11 Investment Int‘l Co., Ltd. have strong knowledge
about their work and adequate abilities to solve and overcome the problems they face at
work. The second highest mean value is creativity which shows that employees possess
creativity to some extent. The last dimension, attitude, has mean value of 3.71 which
means that employees exhibit strong and positive attitudes at work.

The overall mean value of 3.75 means that employees agree that they possess
adequate competency to handle the responsibilities in their respective positions.

As a result, employees are happy and feel valued as successive training programs,
both on the job and off the job are given occasionally and it showed that Myanmar
Golden 11 Investment Int‘l Co., Ltd encourages their personal development. Along with
individual development, organization grows together due to skilled and talented
employees.

43
4.3 Employee Job Performance

This section is to analyze the employee job performance after Training programs
at Myanmar Golden 11 Investment Int‘l Co., Ltd. It contains seven statements which are
asked to 216 respondents. Each item has scale of 1 to 5 (1 = strongly disagree to 5 =
strongly agree). This result is shown in Table (4.8).

Table (4.8) Employee Job Performance

Std.
No. Items Mean
Deviation
1 Willing to accept new challenges. 3.90 1.005

2 Cooperating better with colleagues. 3.94 1.046

3 Completing the assigned jobs in time. 3.82 1.048

4 Make fewer mistakes at job. 3.79 1.258

5 Ready to adopt new culture in company. 3.76 1.244

6 Effectively perform tasks. 3.74 1.231

7 Willing to assist others. 3.95 1.107

Overall Mean 3.84

Source: Survey Data (2019)

From Table (4.8), the two highest mean values indicate that employees are willing
to assist others in need and can better cooperate with their colleagues. The third and
fourth highest mean values show that employees are willing to accept new challenges and
complete most jobs before deadline. The fifth largest mean value indicates that employees
make less-mistake at job. The two lowest mean values show that employees are ready to
adopt new changes and effectively perform tasks that are expected from them.

The overall mean value is 3.84 which mean that employees have considerably strong
performance at work. According to these results, it is be interpreted that both on job
training and off job training have positive effect on employee performance at Myanmar
Golden 11 Investment Int‘l Co., Ltd., employees have to undergo both on job training and
off job training regularly and frequently. On job training includes mentoring, job rotation,
job enrichment, one-to-one coaching and job instruction while off job training includes

44
software training, lecture programs, workshops and seminar, working, case study, etc.
That is why employees improved their team work, time management, fewer mistakes and
moreover accurate, flexibility to adopt the new organization culture and will to accept
new challenges.

4.4 The Effect of Training Programs on Employee Competency

This section finds out the effect of Training programs on employee competency.
In this study, linear regression is used to test the effect of independent variables –
Training programs – and dependent variable – Employee Competency. The results are
shown in Table (4.9).

4.4.1 The Effect of Training Programs on Attitude

This section finds out the effect of Training programs on attitude. In this study,
linear regression is used to test the effect of independent variables – on job training and
off job training – and dependent variable – attitude. The results are shown in Table (4.8).

Table (4.9) The Effect of Training Programs on Attitude

Unstandardized Standardized
Coefficients Coefficients t-
Variables Sig. VIF
Std. value
B Beta
Error
(constant) -.190 .093 -2.041 .042

On Job Training .946*** .072 .845 13.127 .000 8.843

Off Job Training .119* .070 .109 1.692 .092 8.843

R .949

R Square .900

Adjusted R Square .899

F Value 959.576***

Durbin-Watson 1.254
Source: Survey Data (2019)

Note: ***Significant at 1% level, **Significant at 5% level, *Significant at 10% level

45
 According to Table (4.9), the model can explain 90% about the variation of the
employee attitude of the respondents since the value of R square is 0.900. The model can
explain 89.9% about the variance of the independent variables (on job training and off job
training) and dependent variable (attitude) because adjusted R square is 0.899. The value
of F-test, the overall significance of the models, turned out highly significant at 1% level.

According to the results, both on the job training and off the job training have
highly significant at 10% significant level. It means that one unit of both on the job
training and off the job training can lead 0.946 and 0.119 unit to increase attitude.
Correlation coefficient (R) measures the linear relationship between two variables.
According to Table (4.9), R is 0.949 which line between 0 and 1. It indicates both on the
job, off the job training and ability are positive correlated. All VIFs (Variance Inflation
Factor) of independent variables are less than 10, so there is no problem of multi-
collinearity (correlation between independent variables).

According to the results, the standardized coefficient (Beta) of on job training

value is 0.845 and it is larger than off job training value is 0.109. This means that on job
training has the greater contribution than off job training to increase employee attitude at
Myanmar Golden 11 Investment Int‘l Co., Ltd. The company has to provide these
trainings in order to improve the attitude of the employees. In this highly competing
world, it is very important that the employees have positive attitude so that company
remains competitive. As the knowledge of individual employees becomes critical
nowadays, the company has to provide necessary training programs to horn their attitude
to the max. And the Durbin-Watson value is closed to 1.5 (1.254). Therefore, it indicates
that there is no auto correlation in sample.

According to these results, it is be interpreted that both on job training and off job
training have significant effect on employee attitude at Myanmar Golden 11 Investment
Int‘l Co., Ltd., employees have to undergo both on job training and off job training
regularly and frequently. On job training includes mentoring, job rotation, job
enrichment, one-to-one coaching and job instruction while off job training includes
software training, lecture programs, workshops and seminar, working, case study, etc.
That is why employees perform very well at doing their jobs, positive working attitude
and motivated.

46
4.4.2 The Effect of Training Programs on Knowledge

This section finds out the effect of Training programs on knowledge. In this study,
linear regression is used to test the relationship between independent variables – on job
training and off job training – and dependent variable – knowledge. The results are shown
in Table (4.10).

Table (4.10) The Effect of Training Programs on Knowledge

Unstandardized Standardized
Coefficients Coefficients t-
Variables Sig. VIF
Std. value
B Beta
Error

(constant) .143 .087 1.647 .101

On Job Training .538*** .067 .515 8.007 .000 8.843

Off Job Training .455*** .065 .448 6.954 .000 8.843

R .949

R Square .900

Adjusted R Square .899

F Value 961.069***
Source: Survey Data (2019)

Note: ***Significant at 1% level, **Significant at 5% level, *Significant at 10% level

According to Table (4.10), the model can explain 90% about the variation of the
employee knowledge of the respondents since the value of R square is 0.900. The model
can explain 89.9% about the variance of the independent variables (on job training and
off job training) and dependent variable (knowledge) because adjusted R square is 0.899.
The value of F-test, the overall significance of the models, turned out highly significant at
1% level.

According to the results, both on the job training and off the job training have
highly significant at 1% significant level. It means that one unit of both on the job
training and off the job training can lead 0.538 and 0.455 unit to increase knowledge.
Correlation coefficient (R) measures the linear relationship between two variables.
According to Table (4.10), R is 0.949 which line between 0 and 1. It indicates both on the
47
job, off the job training and knowledge are positive correlated. All VIFs (Variance
Inflation Factor) of independent variables are less than 10, so there is no problem of
multi-collinearity (correlation between independent variables).

The standardized coefficient (Beta) of on job training value is 0.515 and it is

larger than off job training value is 0.448. This means that on job training has the greater
contribution than off job training to increase employee knowledge at Myanmar Golden 11
Investment Int‘l Co., Ltd. Both on job training and off job training expand the knowledge
horizon of the employees. It is very important that employees are familiar with the
internal processes and must be good at both academic and at their job. As the knowledge
of individual employees becomes critical nowadays, the company has to provide
necessary training programs to horn their knowledge to the max. And the Durbin-Watson
value is closed to 1.5 (1.319). Therefore, it indicates that there is no auto correlation in
sample.

According to these results, it is be interpreted that both on job training and off job
training have significant effect on employee working knowledge at Myanmar Golden 11
Investment Int‘l Co., Ltd., employees have to undergo both on job training and off job
training regularly and frequently. On job training includes mentoring, job rotation, job
enrichment, one-to-one coaching and job instruction while off job training includes
software training, lecture programs, workshops and seminar, working, case study, etc.
That is why employees perform very well at doing their jobs by improving their working
knowledge and skills.

4.4.3 The Effect of Training Programs on Creativity

This section finds out the effect of Training programs on creativity. In this study,
linear regression is used to test the relationship between independent variables – on job
training and off job training – and dependent variable – creativity. The results are shown
in Table (4.11).

48
 Table (4.11) The Effect of Training Programs on Creativity

Unstandardized Standardized
Coefficients Coefficients t-
Variables Sig. VIF
Std. value
B Beta
Error

(constant) .302 .093 3.248 .001

On Job Training .639*** .072 .640 8.873 .000 8.843

Off Job Training .299*** .070 .308 4.267 .000 8.843

R .935

R Square .875

Adjusted R Square .874

F Value 743.898***
Source: Survey Data (2019)

Note: ***Significant at 1% level, **Significant at 5% level, *Significant at 10% level

According to Table (4.11), the model can explain 87.5% about the variation of the
employee creativity of the respondents since the value of R square is 0.875. The model
can explain 87.4% about the variance of the independent variables (on job training and
off job training) and dependent variable (creativity) because adjusted R square is 0.874.
The value of F-test, the overall significance of the models, turned out highly significant at
1% level.

According to the results, both on the job training and off the job training have
highly significant at 1% significant level. It means that one unit of both on the job
training and off the job training can lead 0.639 and 0.299 unit to increase creativity.
Correlation coefficient (R) measures the linear relationship between two variables.
According to Table (4.11), R is 0.935 which line between 0 and 1. It indicates both on the
job and off the job training and ability are positive correlated. All VIFs (Variance
Inflation Factor) of independent variables are less than 10, so there is no problem of
multi-collinearity (correlation between independent variables).

The standardized coefficient (Beta) of on job training value is 0.640 and it is

larger than off job training value is 0.308. This means that on job training has the greater
49
contribution than off job training to increase employee creativity at Myanmar Golden 11
Investment Int‘l Co., Ltd. As the creativity of individual employees becomes critical
nowadays, the company has to provide necessary training programs to horn their
creativity to the max. And the Durbin-Watson value is closed to 1.5 (1.338). Therefore, it
indicates that there is no auto correlation in sample.

According to these results, it is be interpreted that both on job training and off job
training have horned the creativity of employees at Myanmar Golden 11 Investment Int‘l
Co., Ltd., employees have to undergo both on job training and off job training regularly
and frequently. On job training includes mentoring, job rotation, job enrichment, one-to-
one coaching and job instruction while off job training includes software training, lecture
programs, workshops and seminar, working, case study, etc. That is why employees can
see their work in many dimensions and also employees can find out that best way to
compete the assigned job task most effective way by improving their creativity.

4.4.4 Analysis on the Effect of Training Programs on Ability

This section finds out the effect of Training programs on ability. In this study,
linear regression is used to test the relationship between independent variables – on job
training and off job training – and dependent variable – ability. The results are shown in
Table (4.12).

Table (4.12) The Effect of Training Programs on Ability

Unstandardized Standardized
Coefficients Coefficients t-
Variables Sig. VIF
Std. value
B Beta
Error
(constant) .711 .097 7.341 .000

On Job Training .635*** .075 .696 8.452 .000 8.843

Off Job Training .203*** .073 .229 2.784 .006 8.843

R .915

R Square .837

Adjusted R Square .835

F Value 546.009***
Source: Survey Data (2019)

Note: ***Significant at 1% level, **Significant at 5% level, *Significant at 10% level

50
 According to Table (4.11), the model can explain 83.7% about the variation of the
employee ability of the respondents since the value of R square is 0.837. The model can
explain 83.5% about the variance of the independent variables (on job training and off job
training) and dependent variable (ability) because adjusted R square is 0.835. The value
of F-test, the overall significance of the models, turned out highly significant at 1% level.

According to the results, both on the job training and off the job training have
highly significant at 1% significant level. It means that one unit of both on the job
training and off the job training can lead 0.635 and 0.203 unit to increase ability.
Correlation coefficient (R) measures the linear relationship between two variables.
According to Table (4.12), R is 0.915 which line between 0 and 1. It indicates both on the
job, off the job training and ability are positive correlated. All VIFs (Variance Inflation
Factor) of independent variables are less than 10, so there is no problem of multi-
collinearity (correlation between independent variables).

The standardized coefficient (Beta) of on job training value is 0.696 and it is

larger than off job training value is 0.229. This means that on job training has the greater
contribution than off job training to increase employee ability at Myanmar Golden 11
Investment Int‘l Co., Ltd. As the ability of individual employees becomes critical
nowadays, the company has to provide necessary training programs to horn their ability to
the max. And the Durbin-Watson value is closed to 1.5 (1.346). Therefore, it indicates
that there is no auto correlation in sample.

According to these results, it is be interpreted that both on job training and off job
training have horned the ability of employees at Myanmar Golden 11 Investment Int‘l
Co., Ltd., employees have to undergo both on job training and off job training regularly
and frequently. On job training includes mentoring, job rotation, job enrichment, one-to-
one coaching and job instruction while off job training includes software training, lecture
programs, workshops and seminar, working, case study, etc. That is why employees can
implement their assigned tasks most efficient way with their upmost ability.

4.5 Analysis on the Effect of Employee Competency on Employee Job Performance

This section finds out the effect of employee competency on their job
performance. In this study, linear regression is used to test the relationship between
employee competency and their job performance. The results are shown in Table (4.13).
51
 Table (4.13) The Effect of Employee Competency on Employee Job Performance

Unstandardized Standardized
Coefficients Coefficients t-
Variables Sig. VIF
Std. value
B Beta
Error

(constant) .115 .074 1.554 .122

Attitude .092* .051 .105 1.803 .073 12.574

Knowledge .217*** .047 .231 4.587 .000 9.405

Creativity .293*** .058 .299 5.061 .000 12.949

Ability .388*** .063 .361 6.158 .000 12.801

R .971

R Square .943

Adjusted R Square .942

F Value 877.495***
Source: Survey Data (2019)

Note: ***Significant at 1% level, **Significant at 5% level, *Significant at 10% level

According to Table (4.13), the model can explain 94.3% about the variation of the
employee job performance of the respondents since the value of R square is 0.943. The
model can explain 94.2% about the variance of the independent variables (employee
competency) and dependent variable (employee job performance) because adjusted R
square is 0.942. The value of F-test, the overall significance of the models, turned out
highly significant at 1% level. The value of R is 0.971 which lies between 0 and 1. It
indicates that both independent variables and dependent variable are positively correlated.

The variable ―attitude‖ has the expected the positive sign and is significant at 10
percent level as significant value is less than 0.1. The positive relationship means that the
increase attitude factor leads to increase the employee‘s motivation of Myanmar Golden
11 Investment Int‘l Co., Ltd. If there is increase attitude by 1 unit, this will also raise the
motivation by 0.105 units.
52
 The variable ―knowledge‖ has the expected the positive sign and is significant at 1
percent level as significant value is less than 0.01. The positive relationship means that
the increase knowledge factor leads to increase the employee‘s motivation of Myanmar
Golden 11 Investment Int‘l Co., Ltd. If there is increase knowledge by 1 unit, this will
also raise the motivation by 0.105 units.

The variable ―creativity‖ has the expected the positive sign and is significant at 1
percent level as significant value is less than 0.01. The positive relationship means that
the increase creativity factor leads to increase the employee‘s motivation of Myanmar
Golden 11 Investment Int‘l Co., Ltd. If there is increase creativity by 1 unit, this will also
raise the motivation by 0.299 units.

The variable ―ability‖ has the expected the positive sign and is significant at 1
percent level as significant value is less than 0.01. The positive relationship means that
the increase ability factor leads to increase the employee‘s motivation of Myanmar
Golden 11 Investment Int‘l Co., Ltd. If there is increase ability by 1 unit, this will also
raise the motivation by 0.361 units.

According to the results, knowledge, creativity, ability have the expected positive
sign and highly significant coefficient value at 1% level. The positive relationship means
that the increase in knowledge, creativity and creativity leads to higher employee job
performance. Attitude has the expected positive sign and lower significant coefficient
value at 1% level. The positive relationship means that the decrease in attitude leads to
lower employee job performance. A unit increase in employee competency results in
0.971 increases in employee job performance.

The standardized coefficient (Beta) of employee competency means that

employee performance has contribution to increase employee job performance at
Myanmar Golden 11 Investment Int‘l Co., Ltd. The job performance of an employee
depends on the competency of the employee. The higher the competency of the
employee, the more the employee can perform at their job. If the employee has positive
attitude, employees become motivated and easier to accept challenges. The more
knowledge of the employee implies knowing about their job and what is expected from
them at work.

The more creative employees can think of ground-breaking ideas and multiple
different ways to achieve to their goal. The ability of the employees let them overcome
53
the obstacles and make suggestions to their colleagues. Thus, high competent employees
are good at their job performance at work at Myanmar Golden 11 Investment Int‘l Co.,
Ltd. And the Durbin-Watson value is closed to 1.5 (1.351). Therefore, it indicates that
there is no auto correlation in sample.

According to these results, it is be interpreted that both on job training and off job
training have positive effect on employee competency at Myanmar Golden 11 Investment
Int‘l Co., Ltd., employees have to undergo both on job training and off job training
regularly and frequently. On job training includes mentoring, job rotation, job
enrichment, one-to-one coaching and job instruction while off job training includes
software training, lecture programs, workshops and seminar, working, case study, etc.
Employees‘ attitude becomes mostly positive, improved knowledge, creativity and
ability.

54
 CHAPTER (5)

CONCLUSION

This chapter is composed with three parts – Finds and Discussions, Suggestions
and Recommendations, and Needs for Further Research. The objective of this study is to
investigate On Job training and Off Job training of Myanmar Golden 11 Investment Int‘l
Co., Ltd. and to study the effect of training on employees‘ competencies and their job
performance.

5.1 Findings and Discussions

This study is based on on job training and off job training, employee competency
(affective, continuous and normative) and their job performance. Both primary and
secondary are utilized in this study in order to achieve this paper. To analyze the study, a
sample of 216 employees at Myanmar Golden 11 Investment Int‘l Co., Ltd. To collect
primary data, structured and self-administered questionnaires were used and Likert five-
point scale was applied. General characteristic of the respondents: A total of 33
questionnaires were distributed and all of them were filled and collected by the
researcher. Results indicate that training of human resources positively relates to
knowledge management and employees‘ competencies.

In the first part of the study, Training programs provided at Myanmar Golden 11
Investment Int‘l Co., Ltd. are examined. The Training programs are grouped into on job
and off job training programs. The on job training includes different types of training
such as job rotation, mentoring, one-to-one coaching, job enrichment, etc. The survey
results show that the employees at Myanmar Golden 11 Investment Int‘l Co., Ltd. have
positive perception on both on job and off job training programs and activities. In general,
it can be interpreted from these survey results that employees are provided by the
company with a variety of on job and off job training programs to effectively improve
their competency.

The second part explores the employee competency with four different
dimensions namely attitude, knowledge, creativity and ability. As per the survey results,
the employees at Myanmar Golden 11 Investment Int‘l Co., Ltd. have strong and high
55
attitude which is very beneficial to both the company and employee themselves. In
addition, employees have enough knowledge in their respective fields. Employees also
can come up with new and different ways in planning and implementing at work. Most of
the Myanmar Golden 11 Investment Int‘l Co., Ltd. employees know the disciplines, SOP,
and processes and procedures of Myanmar Golden 11 Investment Int‘l Co., Ltd. Co., Ltd.
Most of the employees think themselves as they can manage their time and knowledge
effectively and employees can perform well in tasks assigned, manage information data
effectively. Moreover, employees also have both hard skills and soft skills enough to
solve and overcome the problems face at work.

The last part of the study examines the employee job performance at Myanmar
Golden 11 Investment Int‘l Co., Ltd. The survey results show that employees can
complete their job before deadline and willingly accept new challenges. Moreover,
employees are ready to adopt new changes in the company. In overall, the employees
from Myanmar Golden 11 Investment Int‘l Co., Ltd. have considerably strong
performance at work.

The regression analysis on the effect of Training programs on employee

competency shows that both on job and off job training have positive influence on
attitude, knowledge, creativity and ability – the four dimensions of employee competency
– however the former has greater contribution to increase employee competency. Another
regression analysis on the effect of employee competency on employee job performance
indicates that the former has positive influence over the latter. Therefore, it can be
concluded that providing on job and off job training improves both employee competency
and their job performance.

5.2 Suggestions and Recommendations

Based on the findings, organization gets many benefits to understand what it can
do to train its employees more effectively and increase employee competencies in
workplace. According to survey results, employees do not receive job rotation and one-to-
one coaching as much as other on job trainings therefore it is suggested to provide job
rotation and one-to-one coaching more to the employees. Likewise, employees responded
that less lecture class is received when compared to other off job trainings so the
company should more lecture class to the employees in the future.
56
 Employees‘ competencies such as willing to accept challenges, communication
and cooperating with colleagues, new ideas and suggestion from different point of view,
and also proficiency at assigned work improve if employees receive the On Job Training
program. It is recommended that On Job Trainings programs have to keep going as the
Telecommunication sector is dynamic and rapid developing one. Company also has to
give the opportunity to express employees‘ own idea in On Job Training. From their
ideas, the best advice and their competencies such as creative and innovative suggestion
are much better.

On the other hand, employees agree that mentoring system is very effective in
improving the employees so it is recommended to keep providing mentoring system.
Employees also agree that role playing and case study programs are the most useful
among the off job training programs to improve their knowledge and abilities, and learn
new ideas so the senior management should keep providing these training programs but
with better training designs. It is also suggested to enhance reward system not only for the
trainee but also for the trainer in order that both trainer and trainees are motivated to
participate in the training activities.

The results also show that employees are feeling not valued at job as much as
other factors in the attitude dimension so the company should put more emphasis on
psychological management of the employees. Moreover, it is also suggested that HR
department and senior management strengthen the non-financial part of the HR reward
system such as recognition, etc.

Last but not least, regression analysis also shows that both on job and off job
trainings positively influence the employee competency and their job performance.
Therefore, it is recommended to enhance both on job and off job training programs in
order to maximize both employee competency and their job performance.

5.3 Needs for Further Research

This study focuses only on the effect of on job training and off job training on
employee competency and their job performance at Myanmar Golden 11 Investment Int‘l
Co., Ltd. The position levels of respondents are from managerial, supervisor, engineer
and worker levels. However, this study excludes the effect of other factors on employee

57
competency and their job performance. Therefore, further studies should observe not only
on job training and off job training but also other factors such as rewards and benefits,
employee welfare, work-life balance, etc. and investigate the significance of their effects
on employee competency and their job performance. And further studies that base on the
effect of training on employee performance in different industries with larger sample size
can also be a more fruitful research if cost and time allows. In addition, further research
on the effect of the changes in technology and market trends on employee competency
and job performance shall also be worthwhile and really beneficial. Moreover, including
open-ended questions can also be a good option to further explore the perspective of
employees on Training programs which in turn can be utilized to improve the programs.
More investigation on the effect of training on employees‘ job satisfaction and
commitment is also worthwhile for further studies.

58
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 APPENDIX A
Questionnaire

Dear Respondents,

My name is Yar Moe Lwin and I am a student of the Yangon University of

Economics, studying Master in Business Administration. I am working on the thesis on
the topic of ―The Effect of Training Programs on Employee Job Performance‖.

I would really appreciate if you could spend a few minutes of your time filling in
this survey. Your cooperation is greatly appreciated and obtained information will be
treated strictly confidential and anonymously, and only be used for research purpose.

I kindly requested to answer all of the questions to the best knowledge of your
understanding.

Thank you for your kindly cooperation,

Sincerely,

Yar Moe Lwin

OMBA – 161005

Online MBA

64
Please tick the box that correspondent to your answers.
Section (1) – General

Gender
Male Female
Age

18 - 25 26 – 35

36 – 45 46 and Above

Your Educational Level

High School Graduate Bachelor Degree

Master PhD Degree

Tenure with your current Organization
Less than 6 months 6 months – 1 year

1 – 3 years 3 – 5 years 5 years and Above

Your level of position

Worker Engineer
Supervisor Manager

Assistant General Manager

Marital Status

Single Married

Frequency of Training Programs

Monthly Quarterly

Bi-Annually Annually

No Specific Schedule

Were the Trainings received relevant to your work?

Yes No
Please read each statement carefully and decide if you ever feel this way about your work
and please choose how much you agree or disagree with each statement by crossing One
number for each statement.
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Section (2) – Training & Development Program

1= Strongly Disagreed, 2 = Disagreed, 3 = Neutral, 4 = Agree, 5 = Strongly Agree

Significant
Sr. Statement
Level
On Job Training 1 2 3 4 5
Employees are regularly provided with job rotation
1
opportunity across different functions and departments.
The company practices mentoring system to help improve
2
the employees.
The employees are regularly trained by one-to-one
3
coaching.
4 I regularly receive job instruction from my supervisor.

5 The company offers me job enrichment occasionally.

Off Job Training 1 2 3 4 5

The company provides the relevant lecture class concerned
1
with the job assigned.
The company regularly sends employees to attend seminar
2
programs.
I occasionally get a chance to attend workshop training
3
program relevant to my job.
The company provides role playing activities periodically in
4
order to better improve their knowledge.
The company utilizes case study programs to learn new
5
ideas and lesson learned.

Please read each statement carefully and decide if you ever feel this way about your work
and please choose how much you agree or disagree with each statement by crossing One
number for each statement.

Section (B) – Employee Competency

1= Strongly Disagreed, 2 = Disagreed, 3 = Neutral, 4 = Agree, 5 = Strongly Agree

66
 Significant
Sr. Statement
Level
Attitude 1 2 3 4 5

1 I feel valued at my job.

2 I feel motivated working at this company.

3 I find it easier to accept challenges.

I have sound relationship with peers, supervisor and

4
subordinates.

Knowledge 1 2 3 4 5
I know the job functions and processes not only of my
1
department but also of other departments.
I can apply industry best practices at work that I‘ve learned
2
from training and development programs.

3 I am familiar with SOP of our department.

4 I know what is expected of me at work.

Creativity 1 2 3 4 5
I develop adequate plans and schedules for the
1
implementation of new ideas.

2 I can think of many ways to reach my current work goals.

3 I can make suggestions from a different point of view.

4 I generate ground-breaking ideas related to the field.

Ability 1 2 3 4 5

1 I feel I become more proficient at my work.

2 My problem-solving skill is improved.

3 I can make suggestions to my colleagues.

4 I can overcome obstacles I face at work.

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Please read each statement carefully and decide if you ever feel this way about your work
and please choose how much you agree or disagree with each statement by crossing One
number for each statement.

Section (C) – Employee Job Performance

1= Strongly Disagreed, 2 = Disagreed, 3 = Neutral, 4 = Agree, 5 = Strongly Agree

Significant
Sr. Statement
Level
Employee Job Performance 1 2 3 4 5

1 I am willing to accept new challenges.

2 I can cooperate better with colleagues.

3 I complete most of my assigned jobs not later than deadline.

4 I make less mistake at job.

I speak up and am ready to adopt new changes in the

5
company.

6 I effectively perform tasks that are expected of me.

7 I am willing to assist other when necessary.

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 APPENDIX B

STATISTICAL OUTPUTS

(1) The Effect of Training Practices on Attitude

Model Summaryb
Adjusted R Std. Error of the
Model R R Square Square Estimate Durbin-Watson
1 .949a .900 .899 .38281 1.854
a. Predictors: (Constant), Off Job training, On Job Training
b. Dependent Variable: Attitude

ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 281.240 2 140.620 959.576 .000b
Residual 31.214 213 .147
Total 312.454 215
a. Dependent Variable: Attitude
b. Predictors: (Constant), Off Job training, On Job Training

Coefficientsa
Unstandardized Standardized
Coefficients Coefficients Collinearity Statistics
Model B Std. Error Beta t Sig. Tolerance VIF
1 (Constant) -.190 .093 -2.041 .042
On Job
.946 .072 .845 13.127 .000 .113 8.843
Training
Off Job
.119 .070 .109 1.692 .092 .113 8.843
training
a. Dependent Variable: Attitude

69
(2) The Effect of Training Practices on Knowledge

Model Summaryb
Adjusted R Std. Error of the
Model R R Square Square Estimate Durbin-Watson
1 .949a .900 .899 .35725 1.819
a. Predictors: (Constant), Off Job training, On Job Training
b. Dependent Variable: Knowledge

ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 245.322 2 122.661 961.069 .000b
Residual 27.185 213 .128
Total 272.507 215
a. Dependent Variable: Knowledge
b. Predictors: (Constant), Off Job training, On Job Training

Coefficientsa
Unstandardized Standardized
Coefficients Coefficients t Sig. Collinearity Statistics
Model B Std. Error Beta Tolerance VIF
1 (Constant) .143 .087 1.647 .101
On Job Training .538 .067 .515 8.007 .000 .113 8.843
Off Job training .455 .065 .448 6.954 .000 .113 8.843
a. Dependent Variable: Knowledge

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(3) The Effect of Training Practices on Creativity

Model Summaryb
Adjusted R Std. Error of the
Model R R Square Square Estimate Durbin-Watson
1 .935a .875 .874 .38265 1.938
a. Predictors: (Constant), Off Job training, On Job Training
b. Dependent Variable: Creativity

ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 217.840 2 108.920 743.898 .000b
Residual 31.187 213 .146
Total 249.027 215
a. Dependent Variable: Creativity
b. Predictors: (Constant), Off Job training, On Job Training

Coefficientsa
Standardize
Unstandardized d
Coefficients Coefficients t Sig. Collinearity Statistics
Std.
Model B Error Beta Tolerance VIF
1 (Constant) .302 .093 3.248 .001
On Job
.639 .072 .640 8.873 .000 .113 8.843
Training
Off Job
.299 .070 .308 4.267 .000 .113 8.843
training
a. Dependent Variable: Creativity

71
(4) The Effect of Training Practices on Ability

Model Summaryb
Adjusted R Std. Error of the
Model R R Square Square Estimate Durbin-Watson
1 .915a .837 .835 .39934 1.946
a. Predictors: (Constant), Off Job training, On Job Training
b. Dependent Variable: Ability

ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 174.147 2 87.073 546.009 .000b
Residual 33.968 213 .159
Total 208.115 215
a. Dependent Variable: Ability
b. Predictors: (Constant), Off Job training, On Job Training
Coefficientsa
Unstandardized Standardized
Coefficients Coefficients t Sig. Collinearity Statistics
Std.
Model B Error Beta Tolerance VIF
1 (Constant) .711 .097 7.341 .000
On Job
.635 .075 .696 8.452 .000 .113 8.843
Training
Off Job
.203 .073 .229 2.784 .006 .113 8.843
training
a. Dependent Variable: Ability

72
(5) The Effect of Employee Competency on Employee Job Performance

Model Summaryb
Adjusted R Std. Error of the
Model R R Square Square Estimate Durbin-Watson
1 .971a .943 .942 .25431 1.851
a. Predictors: (Constant), Ability, Knowledge, Attitude, Creativity
b. Dependent Variable: Employee Job Performance

ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 227.002 4 56.751 877.495 .000b
Residual 13.646 211 .065
Total 240.648 215
a. Dependent Variable: Employee Job Performance
b. Predictors: (Constant), Ability, Knowledge, Attitude, Creativity

Coefficientsa
Unstandardized Standardized
Coefficients Coefficients t Sig. Collinearity Statistics
Std.
Model B Error Beta Tolerance VIF
1 (Constant) .115 .074 1.554 .122
Attitude .092 .051 .105 1.803 .073 .080 12.574
Knowledge .217 .047 .231 4.587 .000 .106 9.405
Creativity .293 .058 .299 5.061 .000 .077 12.949
Ability .388 .063 .361 6.158 .000 .078 12.801
a. Dependent Variable: Employee Job Performance

73