"THE IMPACT OF TRAINING AND DEVELOPMENT PROGRAMS ON

EMPLOYEE PERFORMANCE”

Janaki Dr. Madhumathy K

Student Professor of Human Resource
Acharya Business Management Acharya Business Management
Janu.kune@gmail.com madhumathy.k@abbssm.edu.in

ABSTRACT

To improve employee performance and add to an organization's overall

success, training and development are essential. While development stresses
more expansive learning opportunities that support long-term growth and assist
people in realising their full potential, training concentrates on providing
employees with the specific skills and information required to carry out their
duties efficiently.

Programs for training and development with a strong design can boost work
performance, retention rates, and employee engagement. Organisations must
carefully design, carry out, and assess these efforts to make sure they meet the
needs of their workforce as well as organisational goals in order to achieve
these results. Businesses can create a staff that is more skilled and driven by
investing in ongoing learning and skill development, which will lead to
sustained success.

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 INTRODUCTION

Organisations always struggle to stay up with technology innovations, growing

competition, and changing client needs in today's fast-paced and cutthroat
business climate. Companies must put their most important asset—their human
resources—first if they want to succeed and stay competitive. Training and
development programs are a vital component of any organisational plan
because employees' knowledge, skills, and capacities are what drive the
success of the organisation.
The goal of training and development programs is to give staff members new
abilities and information that will improve their performance and advance the
success of the company as a whole. While development stresses more
comprehensive learning opportunities that help staff members realise their full
potential and get ready for future positions, training concentrates on imparting
specific skills and knowledge relevant to the more work performance, higher
retention rates, and more employee engagement are all results of successful
training and development programs.
However, thorough planning, assessment, and evaluation are necessary to
create programs that are successful. Companies need to make sure that their
training programs take into account budgetary constraints, resource
availability, and strategic priorities in addition to their own business objectives
and employee demands.
An extensive summary of the role that training and development play in
attaining organisational success is given in this study report. It looks at several
kinds of programs, their advantages and disadvantages, and how technology
might help them work better. Important elements including employee
involvement, program design, and assessment techniques are looked at in order
to determine what makes training projects successful.

The article also provides ideas and best practices for creating and executing
training programs that work. Utilising scholarly works and case studies from

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many sectors, it offers useful perspectives and suggestions for establishments
seeking to enhance their training initiatives.

In the end, this study paper seeks to give organisations a comprehensive grasp
of the significance of training and development and provides helpful advice on
developing programs that encourage staff development and make a long-term
positive impact on the organisation

LITERATURE REVIEW

1. Batt, R. (1999) this research paper aims is all about how the work
organization, technology, and performance in customer service and
sales. Batt analyzes the strengths and weaknesses of Total Quality
Management and Self-Managed Teams, as compared to mass
production approaches to service delivery, among customer service and
sales workers in a large unionized regional Bell operating company.
2. H Aguinis, K. K. (2009) Benefits of training and development for
individuals and teams, organizations, and society in this paper author
analyzes. And this article provides a review of the training and
development literature since the year 2000 how they adopt a
multidisciplinary, multilevel, and global perspective to demonstrate
that training and development activities in work organizations.
3. JS Russell, J. T. (1985) a study on Organizational performance and
organizational level training and support. The study is unique in that it
presents the relationship between organizational level measures of
training and performance, as opposed to more traditional individual
level measures. In contrast find that there were no significant
interactions between the training and support variables.
4. M Ganesh, R. I. (2015) in this study focused on understanding the
importance and effectiveness of training and development. It’s

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 proposes to explore the importance & effectiveness of Training &
development at a Private University. It is said that training has
implications for productivity, commitment to the work and personal
development. It is also said making investment in training and
development in companies in generally said to be as good management
practice and to maintain appropriate expertise in the particular field and
in future too.
5. Okechukwu, W. (2017) this paper explored on the influence of
training and development, employee performance on job satisfaction
among the staff. The result found that training & development and
employee performance positively influence on job satisfaction, and
there is a significant relationship between training & development,
employee performance, and job satisfaction.
6. RW LaForge, A. D. (1996) this paper examines eight variables which
are associated with sales training assumptions and the results of a study
say that all assumptions are justifying.

OBJECTIVE OF THE RESEARCH

In India, training and development are well-established ideas that are essential
to improving organisational success. This study's main goal is to evaluate the
value of training and development for employees in organisations by looking
at how it affects performance and identifying the essential instruments utilised
in these processes. With a focus on how training and development might
enhance performance, abilities, and overall organisational success, the study
intends to investigate the effects of training and development in the
contemporary workplace.

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 RESEARCH METHODOLOGY

Numerous methodological techniques, such as research design, sampling

design, data collection processes, and data analysis techniques, were used in
this study. Convenience sampling was used to choose a sample of 41
respondents for the study, which was carried out in Bangalore. Studying began
in Oct 2024. ANOVA and basic percentages were two statistical techniques
utilised to examine the data. Participants were given access to a self-made,
structured questionnaire through Google Forms, which served as the study
tool. Both primary (questionnaires) and secondary (journal research papers)
sources provided data for the collection.

DATA ANALYSIS AND INTERPRETATION

This section analyses and interprets the data collected through the
questionnaire. Analysis pertaining to the various objectives of the study is
discussed below
The demographic profile of the respondents are ascertained on the basis of
various constraints such as age, gender, educational qualification, occupation,
monthly income and experience & thoughts about training and development

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 Table 1: Demographic profile of the respondents
Demographic Profile Classification No. of respondents Percentage
(N=41)
Gender Male 22 53.7%
Female 19 46.3%
Age Below 30 52 100%
31 - 40 0 0%
41 - 50 0 0%
Above 50 0 0%

Educational Under Graduation 14 34.1%

Qualification Post-graduation 26 63.4%
Diploma 1 2.4%
school level 0 0%

Annual salary expectation 5–6 23 56.1%

income in lakhs 7–8 8 19.5%
8–9 4 9.8%
Above 9 6 14.6%

Most common methods Mentoring and coaching 7 17.6%

for training and On the job training 5 15.3%
development Classroom training 1 2.7%
All the above 28 68.8%

Source : Primary data

Interpretation:

 A slight majority of respondents (53.7%) are male, while 46.3% are female.
 All respondents (100%) fall within the age group of below 30 years.
 In terms of education, 34.1% of respondents are undergraduates, while the
majority (63.4%) hold postgraduate qualifications.
 Regarding income expectations, 56.1% of respondents expect a monthly
income, with 14.6% expecting an annual income above 9 lakhs.
 Additionally, 68.8% of respondents indicated that various types of training
methods are commonly used within their organizations.

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 Reasons for the adoption of training and development in organization

An attempt was made to assess and compare employees' priorities across

several variables in order to ascertain the primary factors that employees take
into account prior to engaging in a Training and Development (T&D) program.
A five-point rating system was used to assess each variable's effectiveness,
with 1 denoting "very effective" and 5 denoting "not at all effective." The
analysis's findings are shown below to help you better understand how
employees see T&D programs' perceived value and efficacy.
Based on input from employees, this approach assists in highlighting the most
appreciated components of T&D as well as those that might require
improvement.

Table 2: Report on T&D factors

Sl.no Reasons /factors Percentage of respondents
preference preference Preference 3 Preference preference 5
1 2 4
1 Continuous learning of 36.8 48.8 12.2 2.4 0
T&D
2 Effect on new 51.2 31.7 17.1 0 0
employees
3 Impact on performance 36.6 41.5 22 1.1 0
of employees
4 Technological usage 48.8 36.6 14.6 1 0

Source : Primary data

Interpretation: According to the analysis, the majority of respondents

(51.2%) ranked training and development (T&D) as their top priority and
believe it to be very effective. Furthermore, 48.8% of workers rank the
application of technology in T&D as highly effective, making it their second
choice. Additionally, 36.8% of workers rank continuous learning as their third
priority because they think it is very effective. These findings demonstrate how
much employees value technology integration, T&D, and chances for on-going
learning in their career development.

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 CONCLUSION AND SUGGESTSIONS

Prioritising training and development programs is essential for businesses

looking to reach their goals of sustainable growth and employee potential.
These exercises are not just about teaching; they are also about developing the
abilities, talents, and skills of the staff. Organisations may narrow skill gaps,
guarantee employees stay up to date on industry innovations, and provide them
with the skills they need to succeed in their professions by providing tailored
training programs.

Better job performance is one of the main advantages of training and

development. Workers who participate in well-crafted training programs learn
new skills and hone their current ones, which increases their productivity and
effectiveness at work. As a result, there is an overall greater contribution to
organisational goals, higher quality production, and increased productivity.
Additionally, training and development improve employee engagement and
job satisfaction. , producing a staff that is more dedicated and driven.

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 CITATIONS

1. Batt, R. (1999). Work organization, technology, and performance in customer service

and sales. Sage journals, 17.

2. CE Pettijohn, L. P. (2002). The influence of salesperson skill, motivation, and training

on the practice of customer‐oriented selling. Psychology & Marketing, 14.

3. H Aguinis, K. K. (2009). Benefits of training and development for individuals and

teams, organizations, and society. Annual reviews, 23.

4. JS Russell, J. T. (1985). Organizational performance and organizational level training

and support . ML Powers - Personnel psychology, 14.

5. M Ganesh, R. I. (2015). Importance and effectiveness of training and development.

Mediterranean Journal of Social Sciences, 6.

6. Mozael, B. (2015). Impact of training and development programs on employee

performance. International Journal of Scientific and Research, 4.

7. Okechukwu, W. (2017). INFLUENCE OF TRAINING AND DEVELOPMENT, EMPLOYEE

PERFORMANCE ON JOB SATISFACTION AMONG THE STAFF. Journal of Technology
Management, 4.

8. RW LaForge, A. D. (1996). Sales Training and Education: Some Assumptions about the
Effectiveness of Sales Training. Journal of Personal Selling & Sales, 9.

9. S Román, S. R. (2002). The effects of sales training on sales force activity . European
Journal of Marketing, 36.

10. V Rama Devi, N. S. (2012). Evaluating training & development effectiveness-A

measurement model. ASIAN JOURNAL OF MANAGEMENT RESEARCH, 13.

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