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Employee Training and Development Enhancing Employee Performance – A
Study
1Dr. A. S. Arulsamy, 2Dr. Indira Singh, 3M. Senthil Kumar, 4Dr. Jetal J. Panchal, 5Mr. K. K. Bajaj
1Assistant Professor of English, Sree Sevugan Annamalai College, Devakottai,
(Affiliated to Alagappa University, Karaikudi) , Tamil Nadu
2Assistant Professor, Chetana's Institute of Management and Research,
Bandra East, Mumbai
3Professor, Mechanical Engineering,
National Institute of Technical Teachers Training and Research, Chennai
4Assistant Professor, M.B. Patel College of Education (CTE),
Sardar Patel University, Vallabh Vidyanagar, Anand, Gujarat, India
5Vice Chairman, RNB Global University, Bikaner, Rajasthan
Abstract
Employees are widely regarded as the organization's most important asset due to their crucial role in ensuring
heightened customer satisfaction and the delivery of high-quality products and services. In the absence of adequate
training and development opportunities, individuals may not be able to fully realize their potential in accomplishing
their tasks. Employees who possess the necessary skills and abilities to effectively carry out their job-related
responsibilities are more likely to retain their positions for an extended period of time, primarily as a result of
experiencing greater levels of job satisfaction. Training and development is an essential mechanism employed to
optimize employee performance and foster their growth in terms of efficiency, productivity, job satisfaction,
motivation, and innovation within the organizational context. The identification of appropriate learning opportunities
for employees is crucial for organizations to have a competitive advantage in the contemporary global market. The
performance of employees has a significant influence on the financial outcomes of a firm. Hence, it is incumbent upon
organizational leaders to possess an understanding of the significance of training and development's influence on
employee performance and evaluation. The implementation of employee training as well as employee development
programs serves as a means for both the business and its employees to achieve a wide range of objectives. These
objectives encompass enhancing employee morale, fostering a sense of security, promoting employee engagement,
and cultivating the essential abilities required to effectively carry out certain job responsibilities. Furthermore, it is
imperative for organizational leaders to utilize systematic methodologies in evaluating employee performance,
wherein the outcomes are typically influenced by several aspects such as human attributes, organizational dynamics,
environmental conditions, motivational factors, skill proficiency, aptitudes, and role perceptions. The main aim of the
study to identify what is the fundamental goal of employee training and development is to enhance overall employee
performance, what synergy is there in between Training, Development, and Performance & what factors impacts on
ETD for enhancing EP.
Keywords: Training, Employee Performance, Development, HRD, HRM
Introduction
The company would not be able to function without its personnel. An organization's success or failure is
directly tied to the efforts of its employees. Consequently, it is crucial for business heads to recognize the value of
training and development in boosting employee performance and evaluating workers. In today's global market, an
organization's competitive edge is based on its superior capabilities, expertise, and skills. It is clear that organizational
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leaders still face many gaps and hurdles in the area of employee performance training and development despite the
large body of research conducted in this area. This article's goal is to provide a high-level perspective on employee
education, growth, and evaluation. Training and development programs that are successful at boosting worker
productivity will be examined, along with their justifications, outcomes, techniques, benefits, and suggested next steps.
In the contemporary and highly competitive business environment, firms acknowledge the crucial significance of their
employees in attaining success. The principles of employee training and development have become essential pillars
of Human Resource Management (HRM) in order to fully leverage the capabilities of people and achieve strategic
objectives. The interconnected procedures of training and development enable individuals to acquire the requisite
knowledge, abilities, and competences to perform exceptionally in their present positions, while also equipping them
for forthcoming challenges and responsibilities within the firm.
The dynamic interaction between training and development engenders a potent synergy that propels
employee performance. Training provides individuals with the necessary skills and knowledge to effectively perform
their present job responsibilities, whereas development focuses on enhancing their overall capabilities and flexibility
to succeed in potential future roles. Collectively, these procedures foster a culture of learning within the company,
facilitating ongoing enhancement and the dissemination of information.
In the contemporary period characterized by swift technical progress and dynamic market requirements, firms
that place emphasis on staff training and development attain a competitive advantage. Organizations may boost their
overall performance and foster a workforce that is nimble, innovative, and committed to the organization's objective
by making investments in the growth and development of their employees.
This investigation into the domain of employee training and development examines the methods,
methodologies, and advantages that firms can potentially get. The process of training as well as development
encompasses various aspects, such as maximizing the capabilities of newly hired individuals and cultivating their
potential to become future leaders. This journey represents an investment that has implications for both the current
and future state of an organization, as it establishes a strong connection between improved employee performance and
the overall success of the organization.
Figure 1: Major Roles of Key Elements
Training
Employee
Performance
Human Resource
Development
(HRD)
Human Resource
Management
(HRM)
Development
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Definition of key concepts
Training:
Training is the act of providing individuals with targeted skills, knowledge, and competences in order to
improve their performance as well as productivity within their existing job responsibilities. Structured learning
activities and experiences are implemented with the objective of enhancing job-related skills and capacities (Noe,
2017). Training can be imparted through several modalities, including workshops, seminars, online courses, and on-
the-job training.
Development:
Development, within the realm of personnel, pertains to a holistic and enduring strategy aimed at equipping
individuals with the necessary skills and knowledge to assume future responsibilities and roles within a business. This
encompasses a more extensive array of educational encounters and prospects that prioritize individual development,
acquisition of skills, and progression in one's professional trajectory. Development activities encompass a range of
strategies, such as mentorship, coaching, work rotation, and formal schooling (Dessler, 2019).
Employee Performance:
Employee performance encompasses the extent to which an employee effectively and efficiently fulfills their
allocated tasks and obligations within an organizational context. This is an evaluation of the extent to which an
employee fulfills or surpasses the expectations and criteria established by the business. Performance can be assessed
using a range of techniques, including performance assessments, the achievement of goals, and feedback from both
supervisors and peers (Pulakos, 2009).
Human Resource Management (HRM):
Human Resource Management refers to the deliberate and systematic method employed by a company to
effectively and efficiently manage its employees (Lussier & Hendon, 2021). The domain encompasses various
activities, including but not limited to, the process of attracting, assessing, and hiring individuals, providing them with
necessary skills and knowledge through training programs, determining appropriate remuneration, evaluating and
managing their performance, and fostering positive relationships between employees and the organization. The
primary objective of Human Resource Management (HRM) is to establish congruence between an organization's
human resources and its strategic goals and objectives, thereby facilitating the active participation of employees in
driving the overall success of the firm.
Human Resource Development (HRD):
Human Resource Development (HRD) encompasses the deliberate and methodical initiatives that a company
implements in order to augment the competencies, expertise, capabilities, and general effectiveness of its workforce.
Human Resource Development (HRD) comprises a range of activities that include both training and development. Its
primary objective is to ensure that personnel possess the necessary skills and knowledge to effectively address present
and future difficulties within the organizational context. The alignment of this initiative with the organization's
strategic goals and its contribution to employee growth have been highlighted by Swanson and Holton III (2009).
Employee Training & Development (ETD): Enhancing Employee Performance (EP)
Employee training and development play a crucial role in a comprehensive human resource management
(HRM) strategy, which seeks to optimize the skills and talents of the workforce and cultivate a culture of ongoing
enhancement. Training refers to a series of focused educational interventions that are strategically planned to provide
employees with the necessary skills and knowledge required to effectively and efficiently carry out their job
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responsibilities. In contrast, the concept of development encompasses a more comprehensive outlook, fostering the
professional advancement of individuals by refining their skills beyond the confines of their present job
responsibilities.
Review Literature
In Siddiqui's (2018) study, the author examined the significance of training and development programs as an
integral component of human resource development (HRD). It is well acknowledged that all tasks, regardless of their
scale or the size of the organization, whether in the primary, secondary, or tertiary sector, necessitate the involvement
of human resources.Human resources are a vital asset for any organization to which they are affiliated. It is imperative
that these human resources receive comprehensive training and development to acquire optimal skills, knowledge,
and competences. This will enable them to function with greatest confidence and contribute to both personal career
success and organizational advancement. Training and development programmes are utilized as effective means to
transmit essential knowledge and facilitate learning processes. Training methods can be classified into two categories:
on-the-job training and off-the-job training and development approaches. This study serves as a conceptual exposition
in this particular direction. This study has utilized secondary sources of data. The findings suggest a significant
correlation between employee performance and the utilization of training and development strategies. It is
recommended that careful selection of training and development methods be employed to effectively impart
information, skills, and capacities to employees, as the choice of training methods significantly influences employee
performance.
Blain (2009) asserts that empirical evidence indicates that 44 percent of employees undergo training in job-related
technical abilities, whereas 33 percent receive training in information technology sector (IT) skills. In the previous
year, 18% of the workforce participated in sales-related training, whereas 25% engaged in people development skills
training. Additionally, 21% of employees received management based skills training, and 15 percent underwent
leadership skills & development.
According to Sathi (2022), the culture of an organization encompasses its identity, personality, and character.
Organizational culture encompasses the collective values, beliefs, and assumptions that guide individuals in their
conduct and collaboration, as well as in decision-making and work practices. Factors that contribute to the style of life
of an association encompass its historical background, environmental context, and the individuals who hold leadership
positions and are employed and motivation levels is evident to a certain degree. In numerous instances, employees
exhibit heightened levels of effort in pursuit of organizational goals when they perceive themselves as integral
components of the corporate culture. This research aims to conduct a meticulous empirical investigation on the
influence of organizational culture on employee performance in higher education institutions, specifically focusing on
the context of Rajasthan. This study aims to examine the correlation between employee compensation, qualifications,
experience, and working hours, and assess the impact of these factors on employee performance within the context of
organizational culture.
The engagement of employees in training and development initiatives has been found to enhance their capabilities and
subsequently improve their task performance, leading to increased employee effectiveness. The discovery aligns with
Cole's (2002) proposition regarding the objective of assisting training, which is to develop a learning tool aimed at
acquiring specialized knowledge and abilities for a particular occupation or task.
The concepts of learning, training, and development might be interpreted in two distinct ways by employees. The
provision of assistance for employees' growth, employees learning as well as development might be regarded as an
inherent motivation. Additionally, it can be considered an extrinsic motivator as it provides employees with additional
resources that can aid them in accomplishing their objectives (Bakker & Leiter, 2010). It is widely recognized that as
employees acquire a deeper understanding of their job responsibilities, their confidence levels tend to rise, enabling
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them to operate more independently under minimal supervision from their immediate superiors. This, in turn, fosters
the development of their self-efficacy and devotion to their work.
The study conducted by McDowall and Saunders (2010) explores the views and understandings of training and
development among managers in the United Kingdom. The research presented in the Journal of European Industrial
Training aims to investigate the conceptualization of training and development within the organizational environment
by managers in the United Kingdom. The findings of the study illuminate the intricacies of various conceptualizations
and offer valuable insights into the ways in which these perspectives impact managerial actions. McDowall and
Saunders undertake a thorough examination of the diverse aspects of training and development by analyzing the
collected responses from a representative group of managers in the UK. The research highlights the non-uniformity
of managers' perceptions, which are influenced by a range of factors such as company culture, personal experiences,
and industry conventions. The authors place significant emphasis on the impact of these varying views on the
managerial strategies employed in the design, implementation, and evaluation of training and development efforts.
The findings of the study indicate that training is commonly perceived as a systematic and goal-oriented procedure
intended to improve particular job-related competencies. The utilization of this approach is perceived as a method to
enhance current performance and optimize efficiency. The research also revealed the importance of ensuring that
training and development activities are in line with the strategic objectives of the firm. Managers who possess a
comprehensive comprehension of this alignment are inclined to seamlessly incorporate training and development
initiatives into their overarching managerial strategies with more efficacy. The authors emphasize the need of firms
ensuring sufficient resources, managerial backing, and a favorable learning environment in order to promote favorable
outcomes in training and development. The study conducted by McDowall and Saunders (2010) sheds light on the
varied viewpoints held by managers in the United Kingdom with regards to training and development. This highlights
the significance of acknowledging the intricacies within these perceptions and customizing programs accordingly. The
results underscore the significance of training in facilitating rapid skill improvement and fostering long-term
development. Moreover, the research emphasizes the crucial significance of strategic alignment, managerial support,
and organizational culture in influencing the efficacy of training and development initiatives. In general, this research
provides significant contributions for firms aiming to enhance their training and development initiatives in order to
facilitate both immediate performance enhancements and long-term employee development. The present study was
carried out in the Cultural Office of the Karangasem District, employing questionnaires as the primary method for
data collection. The study population comprises all staff employed at the Karangasem District Culture Office, totaling
49 individuals. Therefore, the sampling method employed in this study is the saturated sample method. Regarding this
research, the data analysis technique employed is route analysis using SPSS 21. The findings of this study indicate
that the impact of information technology on transferable knowledge is statistically significant. However, the study
did not find a significant effect of information technology on employee performance. Additionally, the study found
that knowledge transfer has a significant effect on employee performance. Furthermore, the results suggest that
knowledge transfer fully mediates the relationship between information technology and employee performance.
Mel Kleiman argues that the utilization of employee training and development serves the purpose of orienting
workers and improving their managerial and operational skills. By implementing comprehensive competencies and a
well-defined framework during the process of employee training and development, the likelihood of individuals
effectively fulfilling the organization's mission and fostering a culture of learning as a strategic objective is enhanced.
When organizations allocate the necessary resources for job performance, individuals experience job satisfaction and
increased productivity, ultimately contributing to the overall success of the organization (Jehanzeb & Bashir, 2013).
As posited by Asim (2013), there exist organizational entities that engage in a systematic evaluation of employee
performance with the aim of enhancing productivity. This evaluation process is often guided by three primary
indicators, namely production counts, personnel data, and judgmental approaches. According to Kirovska and Qoku
(2014), it is the responsibility of employees to attain these goals through providing effective feedback. This can be
accomplished by offering descriptions of both successful and unsuccessful areas, as well as proposing opportunities
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for further improvement. According to Kirovska and Qoku, it is said that in order to enhance productivity, performance
goals and objectives should align with the SMART criteria, which stands for precise, measurable, achievable, realistic,
and time-bound.
According to Shaout and Yousif (2014), it is a common practice for organizational executives to evaluate
employee performance on a quarterly or annual basis. According to Nassazi (2013), the determination of frequency is
typically influenced by resource capability and the objectives that are to be assessed. These objectives can be classified
into two categories: developmental aims and administrative objectives. The developmental objectives primarily center
around the provision of feedback, the recognition of strengths and shortcomings, the identification of goals, the
classification of training needs, the enhancement of communication, and the allocation of time for employees to
express their problems. The primary focus of the administrative objectives pertains to the documentation of decisions,
identification of employees with high potential, determination of new assignments and transfers, recognition of bad
performance, decision-making regarding layoffs, validation of employee selection criteria, and attainment of legal
standards and requirements.
Research methodology
The current study is based on conceptual framework & descriptive by nature. The primary & secondary
sources has taken to give edge to the study. Total 80 employees approached in IT industry to ask questions on the basis
of structured questionnaire. The 5 point likert scale used to identify the responses. Secondary sources such as research
articles, published thesis, books, weblogs etc were taken for the study.
Research Questions & Discussion
Figure 2 : Proposed Question Framework for the Research
Ques 1: What is the fundamental goal of employee training and development is to enhance overall employee
performance
Interpretation:
The primary objective of employee training and development is to augment the overall performance of
employees, hence fostering corporate success and promoting creativity. When employees are provided with
appropriate training, they not only acquire proficiency in performing their assigned duties, but also develop the self-
assurance necessary to confront obstacles and adjust to evolving business contexts. This phenomenon results in
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enhanced productivity, superior production quality, and less errors, hence making a positive impact on the
organization's financial performance.
In addition, employee development activities serve to empower workers by fostering a proactive outlook. By
fostering the development of talents that transcend their present job functions, people are equipped to assume future
responsibilities, leadership roles, and engage in more intricate tasks. The adoption of this proactive approach not only
corresponds with the organization's trajectory of expansion but also fosters a feeling of loyalty and commitment among
employees, as they acknowledge the investment made in their professional development.
Ques 2: What synergy is there in between Training, Development, and Performance?
Interpretation:
The interplay among training, development, and performance is a core principle in the field of human resource
management, underscoring the collaborative nature of these components in attaining corporate prosperity and fostering
employee advancement.
The provision of effective training ensures that employees are equipped with the requisite skills and
information to carry out their present job responsibilities in an efficient manner. The primary objective of training is
to address any deficiencies in skills and augment the capabilities of employees in order to effectively fulfill their job
duties. The performance of employees is enhanced when they receive suitable training, since it enables them to acquire
greater proficiency and confidence in carrying out their assigned responsibilities.
The concept of employee development is around equipping workers with the necessary skills and knowledge
to assume future responsibilities and achieve broader career advancement. While training frequently focuses on the
acquisition of specific skills required for the immediate job role, development activities aim to cultivate broader
attributes such as leadership, critical thinking, and adaptability. Enhancing the skills and capabilities of individuals
enables them to effectively assume increasingly intricate responsibilities, effectively guide teams, and adeptly adapt
to evolving business landscapes, hence resulting in enhanced overall performance.
The interrelationship between training and development is rooted in their inherent complementarity. Training
serves as the fundamental basis for achieving rapid job mastery, while development further enhances this foundation
to cultivate a diverse and well-rounded individual. When employees receive both training and development, they are
not only able to perform exceptionally well in their current positions, but they also acquire the capability to flourish
in future ones. The interplay between these factors generates a perpetual cycle of expansion, wherein heightened
performance necessitates the pursuit of increasingly sophisticated avenues for training and development.
Through the deliberate alignment of training and development programs with the overarching objectives of
a company, it becomes possible to cultivate a workforce that not only fulfills present requirements but also exhibits
preparedness to confront novel difficulties and seize emerging prospects. The implementation of this comprehensive
strategy promotes active participation and commitment from employees, cultivating a climate of continuous
development and knowledge acquisition. Consequently, this contributes to enhanced overall effectiveness and the
enduring prosperity of the firm.
Factors Influencing Employee Training and Development for Enhancing Employee Performance
The impact of employee training and development programs on employee performance is determined by
various elements that jointly influence the effectiveness and results of these initiatives. The recognition and mitigation
of these issues are crucial for firms to formulate and execute training and development plans that genuinely enhance
employee performance and foster organizational achievement.
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Ques 3: What factors impacts on ETD for enhancing EP?
Table 1: Factors Influencing ETD for Enhancing EP
S.No.
Factors Influencing ETD for Enhancing EP
Response
% (Highest
Percentage taken)
(N=80)
Corporate Culture and Support
Agree
88 %
Strategic Harmonization
Agree
94%
Needs Assessment
Strongly Agree
95%
Effective Design and Delivery
Agree
93%
Management Support and Involvement
Disagree
86%
Resources and Infrastructure
Agree
78%
Feedback and Evaluation
Agree
77%
Career Development Opportunities
Strongly Agree
93%
Recognition and Rewards
Neutral
62
Change Management and Flexibility
Agree
97
Note : Each statement carrying (Agree, Strongly Agree, Disagree, Strongly Disagree & Neutral scale. For
the sake of convenience the highest responses taken from each category
Above table indicated that most of the employees preferring “Career Development Opportunities & Needs
Assessment” in an organization. Similarly, employees do not want “Management Support and Involvement” in
strategic training decisions in companies. Although , majority of employees were neutral for the statement
“Recognition and Rewards”.
Findings of the study
• Findings suggested that an organizational culture that places a high emphasis on the need of continuous
learning and personal development fosters an environment where employees are motivated and encouraged
to actively participate in various training and developmental initiatives. When employers demonstrate
tangible support, allocate resources, and cultivate a conducive learning environment, employees are more
inclined to engage actively, resulting in enhanced performance.
• It is imperative that training and development activities are closely aligned with the strategic goals and
objectives of the firm. Employees are more likely to be motivated and actively utilize their newly gained
abilities to accomplish desired objectives when they can perceive a clear link between their own development
and the overall performance of the firm.
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• The implementation of a comprehensive needs assessment facilitates the identification of deficiencies in
skills, as well as the determination of necessary training and potential avenues for growth and improvement.
This practice guarantees that training programs are customized to effectively tackle unique difficulties and
align with the responsibilities of employees, hence enhancing the probability of significant enhancements in
performance.
• Training programs that are well-designed take into account different learning styles and integrate interactive
and engaging approaches. The utilization of various instructional approaches, including workshops, e-
learning, and on-the-job experiences, accommodates a wide range of learning preferences and augments the
retention of knowledge.
• Supervisors and managers assume a crucial role in reinforcing the significance of training and development.
The active support and encouragement of managers towards their team members' participation in training
activities serve as a clear indication of the significance placed on continual learning, hence leading to
enhanced performance.
• Sufficient resources, encompassing both financial and technological aspects, are necessary for the effective
implementation of training and development endeavors. The provision of current tools, technology, and
resources is essential for enabling employees to actively participate in learning endeavors.
• The implementation of consistent feedback and evaluation methods plays a crucial role in assessing the
effectiveness of training and development initiatives. The process of collecting feedback from participants
and monitoring their performance after training sessions allows firms to make necessary adjustments to their
tactics and verify the attainment of targeted performance enhancements.
• The establishment of a correlation between training and development initiatives and career advancement
prospects serves as a catalyst for employee motivation and active engagement. Employees are more inclined
to invest in their personal development when they perceive a direct correlation between their growth and
future professional advancement.
• The act of acknowledging and providing incentives to employees who actively participate in training and
development initiatives serves to underscore the significance of continuous learning. Recognizing employees'
endeavors by means of promotions, salary increases, or alternative forms of incentives enhances employee
morale and fosters a culture of ongoing enhancement.
• It is vital for organizations to possess the readiness to modify their training and development activities in
response to the ever-changing demands of the business landscape and advancements in technology. The
ability to adapt and promptly address evolving demands guarantees that staff possess the most pertinent
competencies to enhance performance.
Recommendations
• To enhance employee training and development, as well as improve performance and service delivery, it is
recommended that management augment the participation of employees in training and development
initiatives. One potential approach to encourage employee participation in training and development
programs is through the implementation of incentives.
• Potential incentives that may effectively encourage employees to actively engage in training and development
initiatives encompass the promise of career advancement opportunities and the establishment of transparent
hierarchical structures within the business, which serve to delineate where exemplary performance is duly
recognized and rewarded.
• The potential for a wage augmentation might serve as a motivational incentive to promote employee
engagement in training and development initiatives.
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• In order to establish a fair market presence and foster competition, it is imperative for organizations to
implement employee training and development programs. Such initiatives have been shown to positively
impact business profit margins and enhance consumer satisfaction.
• The enhancement of access to the transfer of information regarding employee training and development
programs can be achieved through the efforts of responsible authorities. The accessibility of information
plays a crucial role in employee training and development, as employees can only participate in such
programs provided they possess the necessary information about them.
• By considering and addressing these influential factors, organizations can optimize their employee training
and development strategies to effectively enhance employee performance, foster growth, and achieve their
broader business goals.
Conclusion
The research concluded the complex interaction between employee training and development serves as a
dynamic factor that has a substantial influence on both employee performance and the overall success of a business.
In the context of contemporary business, businesses face intricate challenges that necessitate a strategic focus on
training and development as a crucial mechanism to cultivate ongoing growth, innovation, and excellence within their
workforce. The process of employee training commences with the development of specialized skills and knowledge
that are specifically designed to meet the immediate job demands. The implementation of this focused strategy
provides personnel with the necessary resources to flourish in their respective positions, resulting in increased
productivity, less mistakes, and improved task performance. By means of comprehensive development efforts,
personnel engage in a transformative process that surpasses their current roles. This more comprehensive approach
fosters the development of attributes like as leadership, adaptability, and critical thinking, so equipping individuals to
excel in future positions and obligations. The integration of training and development initiatives results in the
formation of a workforce that possesses not only a high level of proficiency but also the ability to adapt quickly and
anticipate future challenges. The incorporation of these two fundamental elements enables a potent collaboration that
serves as the foundation for continuous employee productivity. As employees acquire additional abilities and broaden
their perspectives, they actively foster a culture of learning and ongoing enhancement inside the firm. The
aforementioned ripple effect facilitates the advancement of novel ideas, fosters cooperation, and enhances employee
involvement across the entirety of the workforce. Nevertheless, it is imperative to acknowledge that the ramifications
of employee training and development beyond the scope of human influence. As the competencies and flexibility of
personnel increase, they enhance the organization's ability to adapt and change in accordance with market dynamics
and technology improvements. The strategic advantage possessed by the organization places it on a trajectory of
growth, so allowing it to maintain competitiveness within a dynamic and evolving environment.
The process of improving employee performance through training and development is mutually beneficial.
Organizations stand to benefit from these initiatives, as they can experience enhanced productivity, heightened
customer satisfaction, and the development of a robust talent pool. In addition, this investment signifies a dedication
to the development of employees, which in turn promotes loyalty, job satisfaction, and a decrease in employee
turnover. In an era marked by perpetual change, firms that prioritize and invest in employee training and development
possess the potential to have significant influence over their own trajectories. Through the establishment of a
comprehensive framework that fosters learning, adaptability, and progress, organizations are able to effectively utilize
the capabilities of their employees, enabling them to not only address current obstacles but also take the lead in future
initiatives. The process of improving employee performance through training and development can be seen as a
collaborative endeavor, in which both individuals and organizations progress together towards a collective pursuit of
greatness.
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