Connecting training and development with employee engagement: How does it matter?

Abstract

Employee training is a learning experience that brings about a permanent change in employee behavior in the sense of increased productivity. Training is mainly concerned with the improvement and up gradation of the skills and knowledge of the employees which ultimately adds into the job performance by enhancing employee engagement. Training and development is the key element to enhance employee engagement. Employees if, are provided with ample training to manage their stress at work or at home are more productive and engaged to their job. Moreover Training and developing employees for error management and/or error avoidance whether indoor or outdoor does have relationship with employee engagement. Revenge motive can be reduced by training employees in stress management, ethical training and conflict management. A clear direction should be provided about ethics through training the individuals to enhance their engagement towards their job performance. Risk of conflict can also be reduced and avoided if employees are positively trained both for EE and Organizational performance. The study focuses upon the impact of training on employee engagement by exclusively spotlighting Stress Management (SM), Error Management (EM), Ethics and Conflict Management (CM). Training heaving said factors if addressed puts a significant effect on the employee engagement for the ultimate wellbeing of the organization. Thus by providing the right type of training and development the employee engagement can be affected in either way. The questionnaire contained total of 28 items for six independent and one dependent variable using a five point likert scale and the data was collected from a sample of 226 employees using a random selection method from three telecommunication companies of Pakistan.

Full text

World Applied Sciences Journal 28 (5): 696-703, 2013
ISSN 1818-4952
© IDOSI Publications, 2013
DOI: 10.5829/idosi.wasj.2013.28.05.1230
Corressponding Author: Malik Faisal Azeem, Faculty of Management Sciences, IQRA University, Islamabad, Pakistan.
696
Connecting Training and Development with
Employee Engagement: How Does it Matter?
Malik Faisal Azeem, Rubina and Adil Tahir Paracha
Faculty of Management Sciences, IQRA University, Islamabad, Pakistan
Abstract: Employee training is a learning experience that brings about a permanent change in employee
behavior in the sense of increased productivity. Training is mainly concerned with the improvement and up
gradation of the skills and knowledge of the employees which ultimately adds into the job performance by
enhancing employee engagement. Training and development is the key element to enhance employee
engagement. Employees if, are provided with ample training to manage their stress at work or at home are more
productive and engaged to their job. Moreover Training and developing employees for error management
and/or error avoidance whether indoor or outdoor does have relationship with employee engagement.
Revenge motive can be reduced by training employees in stress management, ethical training and conflict
management. A clear direction should be provided about ethics through training the individuals to enhance
their engagement towards their job performance. Risk of conflict can also be reduced and avoided if employees
are positively trained both for EE and Organizational performance. The study focuses upon the impact of
training on employee engagement by exclusively spotlighting Stress Management (SM), Error Management
(EM), Ethics and Conflict Management (CM). Training heaving said factors if addressed puts a significant effect
on the employee engagement for the ultimate wellbeing of the organization. Thus by providing the right type
of training and development the employee engagement can be affected in either way. The questionnaire
contained total of 28 items for six independent and one dependent variable using a five point likert scale and
the data was collected from a sample of 226 employees using a random selection method from three
telecommunication companies of Pakistan.
Key words: Training and Development Employee Engagement Stress Management Ethics Error
Management Conflict management
INTRODUCTION skills and knowledge of the employees and focuses on
Training has been a critical dilemma to decide due to state of job performance. The study [3] focuses on
different resource factors for every organization since employee personal growth that caters for employee
very long. Employee Engagement (EE) as a representative education to enhance their capabilities through sound
of any company’s strength [1] includes efforts, reasoning infusion. A forced action may lead the
obligation and aspiration towards not only the employees towards putting the least effort for the work to
employee’s personal growth but macro organization’s be done. As indicated in a study, [4] Employee
objectives [2]. As narrated in a study [3] employee Engagement (EE) is the phenomena that lets the
training as a learning experience and enhanced employees do not feel boredom in their work and having
productivity for permanent transformation in employee a feel of work enjoyment with internal satisfaction. In the
behavior. They also portray Employee Development (ED) recent years the term employee engagement has taken
as a strategic approach that focuses upon the future an inmost role in discussions on organizational efficacy.
oriented growth that includes higher positions with a This is due in part to its hullabaloo impact on employee
larger pool of responsibilities. Training primarily outcomes, describing a deeper level of involvement,
connected with the improvement and up gradation of the passion and enthusiasm for work than other similar
employee behavior at large to improve current and future

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constructs such as organizational commitment and job objectives [8]. More Energy and commitment from the
satisfaction. Since the establishment of the EE construct employees on their jobs are required by almost every
[5], in current volatile business environment, employee organization [9] which can be achieved through proper
engagement objectives have become quite critical for training in relation with many other means. Early studies
the employers. According to a study, [4] a monotonous have been made on T&D and EE in bits and pieces
job may reduce the employee engagement level. developing a multidimensional constructs as the
Task characteristics have a profound affect on the researcher [10] studied the interaction of individual task
engagement level of the employees. The study has been characteristics and individual’s ability to perform to
conducted to investigate the relationship of training and determine the individual task engagement. The individual
development with employee engagement. The trends of ability can be improved through training and development
organizations are changing from thinking solely on of the individual. Thus training and development has a
economic grounds but to consider the human side of the positive effect on individual’s ability to perform thus
organization by considering the employee engagement increase the task engagement of the individual. A study
prospect of the employees. The literature [6] quoted that [11] linked cognitive and behavioral engagement.
the engaged employees re those who are eager to put Literature [12] also explored engagement strategies with
their sated endeavors not only for required micro but the the conclusion that collaboration deserves a more critical
macro objectives of the organization. Focus on EE leads examination, particular when the interests of stake-holders
the employer to make its employees more committed and conflict and the balance power between them are unequal.
to stay with organization. People [5] worked on the linkage between the
According to [7] employees are more likely to be psychological conditions i.e. meaningfulness, safety and
engaged when they are clear about what is expected from availability with engagement and disengagement at work.
them and well understand the opportunities ahead of Another study [13] investigated the impact of ethical
them. Employees if, are trained and developed in a leadership on the employees’ innovative work behavior
transparent manner aligning the needs of both ends, which concludes that feel of ethical leadership by the
would result in enhanced engagement. Training and employees drive them to put their best to device
development is designed to fulfill the needs of self innovative work processes. The studies [14, 15] strongly
actualization of individuals and once they feel that they declare T&D an imperative driver of employee
are provided with the opportunities to become what their engagement.
full potential is, they exert their maximum endeavors The study focuses upon the impact of training on
towards their job performance. Therefore training and employee engagement by exclusively accentuating Stress
development are the basic tools to make employees Management (SM), Error Management (EM), Ethics and
engaged in their work and make them more productive. Conflict Management (CM).
The study aims to drill down the impact of T&D on
employee engagement focusing the said four areas of Stress Management Training: The literature [16]
training and to identify the various T&D issues that affect studied how stress management can reduce the
employee engagement. The study converge T&D and accident at work place and thus improve the efficiency
employee engagement by looking into the measures that and effectiveness. Stress is the main factor that
can be adopted to multiply employee engagement through affects the employee productivity thus diverting him
right T&D measures. Various organizational concerns of from putting his best efforts. Stress management can
the Human resource managers regarding T&D impact on help cope up with this problem. By providing stress
employee engagement carry along some important management training employee can overcome and
questions i.e. their existence, the extent to which these identify the stress symptoms and thus make
concerns affect employee engagement and their role of preventive measures to reduce the affect of stress
specific trainings on employee engagement and the on their work. Another researcher [17] did an
organizational performance in totality. experiment on employees by studying their behavior
Literature Review: Better engagement of the employees resulted in helping the employees to better cope with the
on their jobs paves the way for the organizations to work stress that can affect their health and thus cause in
achieve organization’s financial and non financial absenteeism.
before and after stress management training which

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A study [18] discussed the importance of stress person the more fruitful will be the results of ethics
management training for the teachers. The study revealed training to change his cheating behavior and vice versa.
the demanding nature of teacher’s job is very much [24] Stated that the organizational and subculture affect
vulnerable to stress, so the teachers should be provided the conflict management style. People from different
with proper stress management training to cope with the culture have different values and norms and they like to
demanding nature of their job. be treated according to their values and norms.
Studies [19] looked into the relationship of job A study [25] explored the relationship between
demand and job resources with burnout and employee perceived coworker loafing and Counterproductive Work
engagement. The result stated that burnout and Behaviors (CWB) toward organization and toward
engagement are negatively related. Burnout is predicted coworkers with the view that CWB is a behavior that is
by job demand and job resources. The more demanding harmful to the organization and workers productivity.
the job with less job resources, the higher the rate of Employee loafing can be minimized with training, if the job
burnout. A study [4] investigated on the relationship is made meaningful to the employee.
between trait boredom, subjective underemployment,
Perceived organizational support and job performance. Error Management Training (EMT): A well planned
It was concluded that boredom prone workers considered training creates strong affects on the service inaccuracy
them to be under employed, perceive less support from which ultimately leads towards service performance and
organization and low rating from supervisor for their employee engagement [26]. Research [27] shows the
performance. The level of stress at work has a significant effects of training type (learning goal vs. performance
effect on the employee engagement. The employees that goal) and training type (error management vs. error
are provided with ample training to manage their stress at avoidance) on word processing skill acquisition with older
work or at home are more productive and engaged to their workers. EMT showed a significant relationship with
job. The above statements measure the impact of stress intrinsic motivation of employees. The better the
on individual job and support to overcome such issues. employee is able to manage the errors that occur during
Ethical: People [20] studied the impact of ethic training on EMT can justified in terms of reduced waste due errors
the cooperation among the students. It was revealed that that can save a lot.
those who were given ethics training were more Error management is more like an exploratory study
cooperative than those who were not given ethics [28] that enhances learning ability of the individual who
training. This difference can be linked to the inner moral makes error [29]. Early studies declared EMT that included
of the individual because ethics make a person more Error Avoidant Training (EAT) as one of the drivers of
caring for other and thus increase the level of cooperation performance enhancement which comes through the
among them. Literature [21] shows the impact of ethics employee right understanding about the error avoidance
training on the business person’s perceptions of and error management by engaging themselves into their
organizational ethics which resulted in significant impact jobs. [30-34]. According to a study [35] error enable the
of ethics training on the business person’s perception of individual performing any task to learn psychologically.
organizational ethics. When employees are given ethics [34] Analyze that making error feedback should also be
training they are better able to understand the ethical included into training process.
issues of the organization and respond in an ethical
manner. A study [22] explored that both face to face and Conflict Management Training (CMT): Revenge motive
at distance ethics training have significant affect on the can be reduced by training employees in stress
ethical behavior of the employee. The main idea is no management, ethical training and conflict management.
matter what type of approach is used in the ethics training A researcher [36] studied the relationship between
the results are positive. Another study [23] found out the work engagement and employee personality and his social
impact of ethics instructions, religiosity and intelligence relationship with the peers. Study [12] has gone through
on cheating with the result that ethics instructions and the process of investigation about strategies of
religiosity combined have a negative impact on cheating engagement and found out that collaboration deserves a
behavior, whereas intelligence do not show significant more critical examination, particular when the interests of
relationship with cheating behavior. The more religious a stakeholders conflict and the balance power between
his worker the better will be his performance. The cost of

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them is unequal. Conflicts are main cause of employe e Research [41] looks into the job burnout as well which
being unproductive. The more the employee are having identified three dimensions of exhaustion, cynicism and
conflicts with their peers, their boss etc. the more sense of inefficacy as the main cause of the burnout.
there will be affect on their engagement to their work. Research [7] shows the impact of training and
By training employees how to reduce conflict is a healthy development on the organizational performance.
way to manage employee engagement. The research found that on the job training, training
Employee Engagement: A research view [37] shows the training and development effectiveness. Training and
effect of employer networks on workplace innovation and development is designed to fulfill the needs of self
training. The research found out that managerial actualization of individuals and once they feel that they
participation in networks positively affected the adoption are provided with the opportunities to become what
of high performance work practices. Literature [38] shows their full potential is then they put in their full efforts.
stakeholder engagement. The study found a positive This acts as a catalyst for employee engagement in
relationship between stakeholder engagement and his job. The more the employee is engaged in his job the
corporate responsibility. It can taken as when the more will he be productive for the organization. Therefore
shareholder consider that the management care for training and development drives the employees to be
their well being they are more engaged with the more engaged in their work and make them more
organization of whom they are share holders. A study [39] productive.
investigated that a relationship exists between all these
variable of interest. A research [40] tells the importance of Conceptual Model: In the model 1, the impact of T&D on
IT training and the influence of coworker for the usage of employee engagement is of concern. The better the T&D
IT in the work place. It was found out that employee’s opportunities provided to the employee the better he will
coworker exerts an important influence on IT usage, be engaged in his work.
whereas individual level factors exhibit more modest
effects. Hypothesis:
Research [7] shows the impact of training and
development on the organizational performance which is H = There is a significant relationship between
gained through employee engagement. He also narrates Stress Management Trainings (SMT) and
that on the job training, training design and delivery style Employee Engagement
have a great impact on the training and development H = There is a significant relationship between Error
effectiveness. The more the employee is provided with Management Trainings (EMT) and Employee
training the more he/she improves his/her skills and so Engagement
enhanced engagement. Turning a specialist into a H = There is a significant relationship between
generalist not only increase the employee engagement but Ethics Training (ET) and Employee Engagement
also reduces employee turnover. Studies [36] investigated H = There is a significant relationship between
the relationship between work engagement and employee Conflict Management Training (CMT) and
personality and his social relationship with the peers. Employee Engagement.
design and delivery style have a great impact on the
1
2
3
4
Fig. 1.1: Conceptual Model Relationship Between T&d and Employee Engagement:

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Methodology: A quantitative survey approach was used questionnaire and the questionnaire itself. For stress
to collect the data. The data for the research was collected management scale the Cronbach’s alpha is 0.722 with four
through self administered questionnaires from the items included in the questionnaire which ensured the
employees of three telecom organizations i.e. Mobilink, items’ reliability. Cronbach’s alpha derived from SPSS was
Zong and U-Fone. The questionnaire contained total of 28 0.786 for Error Management Training (EMT), 0.703 for
items for six independent and one dependent variable Ethics Training (ET), 0.759 for Conflict Management
using a five point likert scale. The data was collected from Training (CMT), 0.0745 for Employee Engagement (EE)
a sample of 226 employees using a random selection and for general T&D it was .692 which ensures that the
method. Total of 300 questionnaires were distributed items selected in the questionnaire are reliable.
among the three said telecommunication employee with
the distribution of 100 each. 226 questionnaires have been Correlation Analysis: Correlation test was conducted for
returned completely or partially filled within the period of the purpose of examining relationship between the
one month. Data was collected in the month of December independent variables i.e. Stress Management Training
2013. The purpose was to generalize the result of the (SMT), Error Management Training (EMT), Ethics
research to the vast population of the telecom sector Training (ET) and Conflict Management Training (CMT)
employees. In order to find out the relationship between and Employee Engagement.
the said variables i.e. SMT, EMT, ET and CMT with In the above table correlation analysis for Employee
Employee Engagement data analysis has been made using engagement and Stress Management Training, Error
structural statistical software i.e. SPSS version 16.0. Management Training, Ethics Training and Conflict
Data Analysis: Subsequent to obtaining the data through the Employee Engagement (EE) and Stress Management
self administered questionnaires, data was coded and Training (SMT) is .353, which is semi-weak positive
entered into SPSS. The outliers were identified and correlation. The p-value is .000, this consistent with the
removed and/or replaced by newly filled correlation. The p-value is less than alpha therefore it is
questionnaires. Some of the blank responses were statistically significant. Thus we reject the null hypothesis
filled as per the respondent pattern. Reliability and conclude that there is a relationship between
analysis, correlation analysis, descriptive analysis and employee engagement and stress management.
regression analysis were made in order to test the study The correlation between the employee engagement
hypothesis. and error management is .454, which is semi-weak positive
Reliability Analysis: Cronbach’s Alpha was calculated to correlation. The p-value is less than alpha therefore it is
understand how much the items are positively correlated statistically significant. Thus we reject the null hypothesis
to one another in any given set of questions and to check and conclude that there is a relationship between
the reliability the reliability of the items included in the employee engagement and error management.
Management Training (CMT). The correlation between
correlation. The p-value is .000, this consistent with the
Table 5.1
SMT EMT ET CMT EE
SMT Pearson Correlation 1 .195 .173 .176 .353
** ** ** **
Sig. (2-tailed) .003 .009 .008 .000
N 226 226 226 226 226
EMT Pearson Correlation .195 1 .164 .330 .454
** * ** **
Sig. (2-tailed) .003 .014 .000 .000
N 226 226 226 226 226
ET Pearson Correlation .173 .164 1 .100 .370
** * **
Sig. (2-tailed) .009 .014 .136 .000
N 226 226 226 226 226
CMT Pearson Correlation .176 .330 .100 1 .391
** ** **
Sig. (2-tailed) .008 .000 .136 .000
N 226 226 226 226 226
EE Pearson Correlation .353 .454 .370 .391 1
** ** ** **
Sig. (2-tailed) .000 .000 .000 .000
N 226 226 226 226 226
Sig. (2-tailed) .955 .667 .892 .000 .056
N 226 226 226 226 226
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

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Table 5.2:
Model Summary
Change Statistics
-------------------------------------------------------------------------------------
Model R R Square Adjusted R Square Std. Error of the Estimate R Square Change F Change df1 df2 Sig. F Change
1 .353 .125 .121 .98283 .125 31.878 1 224 .000
a
2 .528 .279 .272 .89409 .154 47.672 1 223 .000
b
3 .590 .348 .339 .85209 .069 23.524 1 222 .000
c
4 .628 .395 .384 .82291 .047 17.022 1 221 .000
d
a. Predictors: (Constant), SMT
b. Predictors: (Constant), SMT, EMT
c. Predictors: (Constant), SMT, EMT, ET
d. Predictors: (Constant), SMT, EMT, ET, CMT
Table 5.3
Coefficientsa
Unstandardized Coefficients Standardized Coefficients
------------------------------------------- --------------------------------
Model B Std. Error Beta t Sig.
1 (Constant) 1.972 .237 8.305 .000
SMT .365 .065 .353 5.646 .000
2 (Constant) 1.104 .277 3.978 .000
SMT .309 .062 .298 4.972 .000
ET .315 .059 .318 5.310 .000
3 (Constant) .363 .291 1.248 .213
SMT .255 .059 .246 4.321 .000
ET .293 .056 .296 5.248 .000
CMT .291 .052 .318 5.643 .000
a. Dependent Variable: EE
The correlation between the employee engagement CONCLUSION
and ethics training is .370, which is perfect positive
correlation. The p-value is .000, this consistent with the The study attempted to identify the link between
correlation. The p-value is less than alpha therefore it is Stress Management (SM), Error Management (EM), Ethics
statistically significant. Thus we reject the null hypothesis & Conflict Management (CM). and Employee
and conclude that there is a relationship between engagement. The broad objective of the study was to
employee engagement and ethics training. create a general awareness about the impact of the said
The correlation between the employee engagement four types of trainings on Employee Engagement (EE), in
and conflict management is .391, which is semi-weak order to identify the maximize the employee engagement
positive correlation. The p-value is .000, this consistent for the overall performance of the employees and the
with the correlation. The p-value is less than alpha organization. Past studies heaving the impact of T&D
therefore it is statistically significant. Thus we reject the upon EE have been though made following various
null hypothesis and conclude that there is a relationship constructs in bits and pieces but the said study variable
between employee engagement and conflict management. have not been discussed earlier under the head of training
The table 5.2 states that there is 12.5%, 27.9%, 34.9% at one time. The current study provided the researchers
and 38.9% in the dependant variable because of the and managers with the evidence in telecom sector of
independent variables i.e. SMT, EMT, ET and CMT Pakistan that the researched variables are significantly
respectively. and positively linked with Employee Engagement.
Table 5.3 describes that all the relationships of the In order to justify the developed hypothesis H i.e.
independent variables i.e. SMT, EMT, ET and CMT are There is a significant relationship between Stress
significant at 5% with the values of .353 for SMT, .298 and Management Trainings (SMT) and Employee
.318 for SMT and ET and .249, 296 and .318 for SMT, ET Engagement, Hi.e. There is a significant relationship
and CMT respectively. between Error Management Trainings (EMT) and
1
2

World Appl. Sci. J., 28 (5): 696-703, 2013
702
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3
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