literature review on impact of training and development on employee performance

Research Article

Evaluating the Impact of Training and Skill Development Programs on Employee Performance in Private Banks

Lutfiana Dewi, Nadira Utomo, Fitriani Puspitasari

This is a preprint; it has not been peer reviewed by a journal.

https://doi.org/ 10.21203/rs.3.rs-3832506/v1

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In the ever-evolving landscape of the banking industry, the imperative of maintaining a highly skilled and adaptable workforce is paramount. This research undertakes a comprehensive examination of the influence exerted by training and skill development programs on employee performance within private banks. The study endeavors to unravel the intricacies of the relationship between training initiatives, skill enhancement, and overall organizational outcomes. Employing a meticulously crafted mixed-methods approach, combining quantitative surveys and qualitative interviews, this research seeks to provide a nuanced and holistic understanding of the multifaceted dynamics at play. The literature review situates this study within the broader context of research on training programs and employee performance. While existing studies demonstrate a positive correlation between employee training and improved performance, it is acknowledged that the effectiveness of such programs is contingent upon factors such as program design, delivery methods, and organizational culture. The specific nuances within the private banking sector necessitate a dedicated exploration to bridge the current gap in the literature. Methodologically, a mixed-methods approach was employed to capture the richness and depth of the phenomenon under investigation. Quantitative data was gathered through structured surveys distributed among employees who had participated in training programs within private banks. Likert scales were employed to assess perceived improvements in skill levels and performance outcomes. Concurrently, qualitative data was obtained through in-depth interviews with key stakeholders, including human resource professionals and training facilitators, providing a more holistic understanding of the contextual factors influencing program efficacy. Preliminary analysis of the data suggests an overall positive perception among employees regarding the impact of training and skill development programs on their performance. Quantitative results reveal statistically

significant improvements in self-reported skill levels and job performance. Qualitative findings enrich the understanding by uncovering the nuanced role of program design, support mechanisms, and organizational culture in shaping the outcomes of training initiatives. The ensuing discussion synthesizes the quantitative and qualitative findings, exploring the implications of the results for human resource management practices and organizational strategy within private banks. This section delves into potential areas for improvement in the design and implementation of training programs, offering actionable recommendations for private banks seeking to optimize the impact of these initiatives on employee performance. In doing so, this research contributes valuable insights to both academic research and the practical realm of human resource management and organizational development within the banking sector.

Training programs

Skill development

Employee performance

Private banks

Organizational success

1. Introduction

The banking industry, characterized by its dynamic nature and rapid technological advancements, necessitates a workforce that is not only adept but also continually evolving. As private banks operate in a fiercely competitive environment, the ability to adapt to changing market demands becomes paramount for their sustained success. Against this backdrop, the role of training and skill development programs in shaping employee performance takes center stage. In the rapidly evolving landscape of contemporary business operations, the demand for a versatile workforce has become more pronounced than ever. The requisite skill set extends beyond traditional technical competencies to encompass a broad spectrum of interpersonal abilities. Skill development initiatives play a pivotal role in equipping employees with the multifaceted capabilities needed to navigate the intricacies of modern organizational environments (Allioui et al., 2023; Emon, Siam, et al., 2023). Organizational behavior, a key facet of understanding how individuals and groups interact within a workplace, has become integral to shaping effective skill development strategies. Recognizing the behavioral dynamics within teams and fostering a collaborative culture are essential components in cultivating a workforce that not only excels in individual competencies but also thrives in collective endeavors (Albrecht et al., 2015; Hasan, Chowdhury, et al., 2023). Education, as a cornerstone of skill development, serves as the foundation for fostering adaptability and continuous learning. Providing employees with opportunities for ongoing education, whether

through formal programs or informal learning initiatives, ensures they remain agile in response to evolving industry trends and technological advancements (Reyes et al., 2013). Sustainable behavior, both in terms of environmental consciousness and long-term professional development, is gaining prominence in organizational frameworks. Encouraging sustainable practices not only contributes to corporate social responsibility but also fosters a culture of responsibility and mindfulness among employees, aligning with broader societal and environmental goals (Hasan & Chowdhury, 2023). Emotional intelligence, a crucial component of interpersonal skills, is increasingly recognized as a cornerstone for success in the contemporary working environment. Developing emotional intelligence enables employees to navigate complex relationships, communicate effectively, and respond empathetically to the diverse needs of colleagues and clients. Incorporating emotional intelligence into skill development programs enhances not only individual performance but also contributes to the overall harmony and productivity of the workplace. In essence, acknowledging the multifaceted nature of skills required in contemporary business operations involves a holistic approach that integrates organizational behavior principles, ongoing education, sustainable practices, and the cultivation of emotional intelligence. This comprehensive strategy not only equips employees with the technical proficiencies demanded by their roles but also ensures they possess the interpersonal dexterity and adaptability needed to thrive in the dynamic and complex organizational landscapes of today. Private banks, cognizant of this need, invest substantially in training initiatives to equip their employees with the requisite skills and knowledge. This research embarks on a journey to comprehensively evaluate the impact of these programs on employee performance within the specific context of private banks.

1.1 Contextualizing the Issue:

Private banks, in their pursuit of excellence, recognize that the effectiveness of their workforce is directly tied to the success of the organization as a whole. The intricate financial services they provide demand employees who are not only well-versed in technical aspects but also attuned to the nuances of customer service, regulatory compliance, and emerging industry trends. Against this backdrop, training and skill development programs emerge as strategic tools for enhancing the capabilities of the workforce, ensuring they remain agile and responsive to the evolving demands of the industry.Research Rationale:

While the literature on training programs and employee performance provides a foundation, it often lacks the specificity required to address the unique challenges faced by private banks. The rationale for this research lies in the need to bridge this gap, offering a nuanced understanding of how training initiatives impact employee performance within the distinct environment of private banking. By undertaking a comprehensive analysis, this study aims to contribute not only to the theoretical underpinnings of organizational behavior but also to the practical domain of human resource management within the banking sector.

1.2 Research Objectives:

The overarching objective of this research is to evaluate, in a nuanced and comprehensive manner, the impact of training and skill development programs on employee performance within private banks. To achieve this, the study is designed to:

·    Assess the perceived effectiveness of training programs in enhancing the skills of employees.

·    Investigate the correlation between skill enhancement through training and improvements in employee performance.

·    Uncover the contextual factors within private banks that mediate the relationship between training programs and employee performance.

1.3 Structure of the Paper:

This paper is structured to provide a holistic exploration of the subject matter. Following this introduction, the literature review will delve into existing research on training programs and employee performance, emphasizing the gaps in the literature that this study seeks to address. The methodology section will detail the research design, data collection methods, and analysis techniques employed. Subsequently, the results and findings will be presented, followed by a comprehensive discussion that synthesizes the quantitative and qualitative insights. The paper will

conclude by offering practical recommendations and implications for both academic research and the practical realm of human resource management within private banks. Through this structure, the research endeavors to shed light on the nuanced dynamics of training programs and their impact on employee performance within the unique context of private banking.

2. Literature Review

The exploration of the relationship between training programs and employee performance within the private banking sector is situated within the broader context of organizational learning and development. A considerable body of literature attests to the positive association between training initiatives and improved employee performance. These programs are acknowledged for their potential to augment employees' knowledge, skills, and abilities, thereby cultivating a workforce equipped to navigate the complexities of contemporary business environments. The efficacy of training is often contingent upon factors such as program design, delivery methods, and the alignment of training content with organizational goals (Lacerenza et al., 2017, 2018; Sitzmann & Weinhardt, 2018). Within the banking sector, characterized by the imperative of technical proficiency, training programs assume a pivotal role in ensuring that employees remain current with industry trends, technological advancements, and regulatory changes. However, the unique challenges and demands inherent in private banking may shape the effectiveness of these programs in distinct ways (Salamon & Toepler, 2015). Private banks, operating within a highly regulated and competitive environment, require a workforce not only proficient in financial services but also attuned to the nuances of personalized customer service (Chishti & Barberis, 2016). A research conduct by (Hasan, Siam, et al., 2023) in Bangladesh explores the pivotal role of customer service in shaping trust and reputation in the banking industry. Findings reveal a mixed state of customer service, emphasizing its impact on customer trust and the overall reputation of banks. The study recommends strategies such as enhanced staff training and technological integration to address challenges, providing valuable insights for banks to improve service practices and bolster their competitive standing in Bangladesh's dynamic banking landscape. While existing studies provide a foundational understanding, the contextual factors shaping the private banking landscape necessitate a more tailored examination. According to (Hasan & Chowdhury, 2023a) study in Bangladesh investigates the influence of training and skill development in private banking. Positive experiences were reported by employees, highlighting the value of training for

professional growth. The research suggests areas for improvement, emphasizing the importance of specialized and ongoing training opportunities, transparent career progression pathways, and practical application for sustained positive impacts on job performance. A qualitative study in Bangladesh investigates customer attitudes towards mobile banking applications offered by private banks. The majority of participants perceive these applications as useful, easy to use, and express trust in their security measures. The findings underscore the importance of user-friendly designs, security measures, and effective communication in promoting wider adoption and enhancing customer satisfaction in the dynamic landscape of mobile banking in Bangladesh (Emon, Nipa, et al., 2023). Research specific to private banking underscores the importance of skills beyond technical expertise, including relationship-building, effective communication, and an understanding of diverse financial instruments. These skills, integral to private banking success, prompt questions about the adequacy of conventional training programs in addressing the unique demands of this sector. Despite the wealth of literature on training programs and employee performance, there exists a gap in addressing the specificities of private banking. Limited attention has been given to exploring the nuanced relationship between training initiatives, skill development, and the multifaceted nature of performance within private banks. This research aims to fill this gap by delving into the intricacies of private banking operations, shedding light on how training programs impact performance outcomes in this distinct sector. As the banking industry undergoes digital transformation, there is a growing need to assess the adaptability of training programs in addressing emerging skills required. The integration of fintech solutions, cybersecurity concerns, and the evolution of customer expectations present novel challenges that demand continuous learning and upskilling among employees. Exploring how training programs in private banks navigate these trends is essential for staying ahead in this rapidly evolving landscape. In summary, the literature review underscores the established link between training programs and enhanced employee performance, acknowledging the mediating factors that influence this relationship. However, the specificity of private banking demands a tailored exploration of the impact of training initiatives, considering the unique skills and competencies required in this sector. This study aims to build upon existing knowledge by addressing these gaps and providing a more comprehensive understanding of the dynamics between training programs and employee performance within private banks.

3. Materials and Methods

The research adopts a mixed-methods approach, combining quantitative performance metrics and qualitative insights. A sample of employees from diverse roles within private banks is selected for participation. The quantitative phase involves the analysis of pre- and post-training performance data, utilizing key performance indicators (KPIs) relevant to the banking industry. The qualitative phase incorporates interviews and surveys to capture employees' perceptions of the training programs and their perceived impact on performance. This dual-method strategy aims to provide a comprehensive and nuanced understanding of the subject.

4. Results and Findings

Preliminary analysis of the data obtained from both quantitative surveys and qualitative interviews suggests a compelling positive correlation between employee participation in training programs and subsequent improvements in performance within private banks. The quantitative data, collected through structured surveys distributed among employees who participated in training initiatives, demonstrates statistically significant enhancements in key performance indicators (KPIs). These improvements serve as tangible evidence of the efficacy of the training interventions, signaling a positive trend in employee performance metrics. The quantitative findings, rooted in numerical data, indicate a noteworthy shift in employee performance metrics following engagement with training programs. Across various KPIs, from productivity and efficiency to customer satisfaction, the data consistently reflects an upward trajectory. These statistically significant improvements corroborate the theoretical framework that underscores the positive impact of training and skill development on employee performance in organizational settings. Qualitative findings obtained through in-depth interviews enrich the understanding of the impact of training programs on employee performance by providing insights into the nuanced perceptions and experiences of participants. Employees highlight the perceived value of training, emphasizing how specific skills and knowledge acquired during these programs contribute significantly to their enhanced performance in day-to-day tasks. Themes emerging from the qualitative data encompass not only technical competencies but also soft skills, such as effective communication, problem-solving, and adaptability, which are crucial in the context of private banking. Moreover, employees express a sense of empowerment and increased job satisfaction resulting from their participation in these training initiatives. The qualitative data reveals that employees feel more equipped to handle complex tasks and challenges, leading to a positive shift

in their overall job performance. This empowerment is particularly noteworthy in the context of the dynamic and demanding nature of the private banking sector. The qualitative findings also shed light on specific areas of skills and knowledge acquisition that employees perceive as most beneficial. For instance, employees highlight the importance of staying updated on the latest financial regulations, mastering the use of cutting-edge financial technologies, and honing interpersonal skills for effective client engagement. These nuanced insights provide valuable guidance for refining and tailoring future training programs to address the specific needs and expectations of employees within the private banking sector. In essence, the combined quantitative and qualitative results underscore the multifaceted nature of the impact of training and skill development programs on employee performance in private banks. The evidence suggests not only quantitative improvements in measurable performance metrics but also qualitative enhancements in employee perceptions, empowerment, and satisfaction. These findings contribute to the growing body of literature on the effectiveness of training programs in organizational contexts and offer practical implications for optimizing training strategies within the unique landscape of private banking.

5. Discussion

The discussion of the results revolves around contextualizing the findings within the existing literature and the dynamic landscape of the private banking sector. The positive correlation between employee participation in training programs and enhanced performance aligns with broader research indicating the efficacy of training initiatives in organizational settings. The present study, situated within the specific context of private banks, contributes nuanced insights by highlighting the multifaceted nature of the impact of training and skill development programs. The observed improvements in key performance indicators (KPIs), both quantitatively and qualitatively, underscore the practical significance of investing in employee training within private banks. The quantitative data, showcasing statistically significant enhancements in measurable metrics, aligns with the broader literature emphasizing the tangible benefits of training programs. Moreover, the qualitative findings delve into the subjective experiences of employees, revealing a sense of empowerment, increased job satisfaction, and a perceived value in acquired skills and knowledge. These results hold practical implications for private banks aiming to optimize their training strategies. The identified themes, including the importance of technical competencies and

soft skills, provide actionable insights for designing tailored training programs. Addressing specific skill areas highlighted by employees, such as staying updated on financial regulations and mastering financial technologies, becomes imperative for program effectiveness. The emphasis on interpersonal skills also aligns with the client-centric nature of private banking, suggesting a need for training programs that enhance relationship-building capabilities. Despite the positive outcomes, it's crucial to acknowledge the study's limitations. The research design, while comprehensive, may not capture the full complexity of individual experiences and variations in program effectiveness. Additionally, external factors such as changes in market conditions or technological advancements might influence the long-term impact of training initiatives. For future research, exploring the longevity of the observed improvements and investigating the adaptability of training programs to evolving industry trends could offer valuable insights. Further studies might also delve into the role of organizational culture in shaping the effectiveness of training initiatives within private banks. The findings underscore the relevance of ongoing investment in training and skill development initiatives for sustained employee performance and organizational success in the private banking sector. The positive correlation between training programs and improved performance, coupled with actionable insights, positions training as a strategic tool for private banks navigating the dynamic landscape. This study contributes to the discourse on effective human resource management in private banking and underscores the imperative of continuous adaptation and investment in employee development initiatives. The discussion section interprets the results in the context of existing literature and industry dynamics. It explores the practical implications of the findings for private banks, offering insights into the design and implementation of effective training programs. The study also discusses limitations, suggests avenues for future research, and concludes by emphasizing the relevance of ongoing investment in training and skill development initiatives for sustained employee performance and organizational success in the private banking sector.

6. Conclusion

The comprehensive analysis of training and skill development programs in the context of private banks culminates in several key conclusions. The positive correlation between employee participation in these initiatives and subsequent improvements in performance metrics, as evidenced by both quantitative and qualitative findings, substantiates the efficacy of training

programs within private banking. The study highlights the multifaceted nature of the impact, emphasizing not only quantitative enhancements in measurable performance indicators but also qualitative improvements in employee perceptions, job satisfaction, and a sense of empowerment. This holistic view aligns with the broader literature on organizational learning and development, reinforcing the notion that training is not merely a checkbox but a catalyst for meaningful improvements in employee capabilities and, consequently, organizational success. Practical implications for private banks emerge from the identified themes, indicating the importance of tailoring training programs to address specific skill areas. The emphasis on both technical competencies and soft skills suggests a need for a balanced approach that acknowledges the diverse demands placed on employees in the private banking sector. Crafting training initiatives that align with these findings can enhance the overall effectiveness of workforce development strategies. However, it is essential to recognize the study's limitations, including potential biases in self- reported data and the influence of external factors on long-term program impact. Future research endeavors should delve deeper into the sustained benefits of training over extended periods and explore the adaptability of programs to the ever-evolving landscape of the private banking industry. In conclusion, the study underscores the enduring relevance of training and skill development initiatives for private banks. The positive outcomes observed in this research affirm the strategic importance of continuous investment in employee development. As private banks navigate dynamic market conditions and technological advancements, prioritizing ongoing training emerges not only as a means to stay competitive but as a foundational element for fostering a skilled, empowered, and adaptive workforce. This study contributes valuable insights to the discourse on human resource management within private banking and reinforces the imperative of strategic investment in employee development for sustained organizational success.

Declarations

Lutfiana Dewi, Nadira Utomo, and Fitriani Puspitasari, collectively serving as principal investigators for the study titled 'Evaluating the Impact of Training and Skill Development Programs on Employee Performance in Private Banks,' hereby affirm that the research project, along with the associated coursework, has received ethical approval from Prasetiya Mulya University.

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Additional Declarations

The authors declare no competing interests.

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The Impact of Training and Development on Employees Performance and Productivity

"A case Study of Jordanian Private Sector transportation companies located in the Southern region of Jordan. A particular reference is made to the Govern ate of Maan ". ABSTRACT The Success or failure of modern business organizations depends on the quality of their human resources. Well trained and highly developed employees are considered as corner stone for such success. Hence the purpose of the study was to investigate the relationship between training , development, training and development and employees performance and productivity in selected Jordanian Private Sector transportation companies located in the Southern region of Jordan. The study was based on set of hypotheses that HOs: hypothesized no relationships between variables, while H1-H6 hypothesized the existence of relationships between stated variables. A quantitative approach is used Relevant data was collected through structured questionnaire. Subjects for the study consisted of 254 employees which constituted 60% of the total target population of 420 people. 254 structured questionnaire were distributed to employees on job location, 212 questionnaires were returned and only 188 were suitable for statistical analysis. SPSS version 16 has been used to for data analysis. Both descriptive and inferential statistics were used for data analysis. The statistical tools were aligned with the objective of the research. For this purpose, frequency tables, percentages, means and standard deviations were computed and substantively interpreted. Inferential statistics like Pearson product moment correlation coefficient (r) and linear regression were used to determine if there is a significant positive relationship existed between the independent variables (training and development) and dependent variables (performance and productivity). The findings indicated that training and development were positively correlated and claimed statistically significant relationship with employee performance and productivity. Analysis and interpretations were made at 0.05 level of significance. The study concluded that training and development have important impact on employee performance and productivity. Therefore, it was recommended that effective training programs and carefully set development plans should be provided to all employees to enable them to enhance their skills and upgrade their knowledge. Finally, foreseeable future research can be conducted to cover other variables like (capabilities, involvement so on) which might affect performance and productivity.

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Israrkhan yousafzai

Global Journal of Management, Social Sciences and Humanites

Prof.Dr.Abdul Ghafoor Awan , Rizwan Rasheed

The objective of this research paper was to analyze various aspects of training and development as well as their impacts on the performance of organizations. For this purpose, primary data was collected from 300 employees of IT companies through a structured questionnaire randomly. The selected independent variables were Training Delivery Style, Training Design, Off-thejob Training and On-the-Job Training while dependent variable was Organizational performance. Training and Development of employees was a mediating variable. The statistical techniques such as Descriptive Statistics, Reliability test, Correlation analysis and Multiple Regression Analysis were used to analyze data. Our findings show that On-the-Job training, Training design, Delivery style and Off-the-Job training have positive and significant impact on the performance of organizations.

IOSR Journals

The aim of this study was to explore the impact of training and development on employee performance. This study conducted under the framework of banking sector of Pakistan. Study finding reveal development leads to better employee performance, training and development both increase the employee performance. Organizations need to spend on training and development of its employees for sustainable long term competitive edge.

ijetrm journal

Ijetrm Journal

In today's rapid, successful marketplace, training has now become a buzzword. Intellectual capital differentiates a wonderful organization from a decent one. Organizations that engage in efficient human resource training and development gain both immediate and long-term reward. This study provided a review of the literature mostly on importance of training and development on job performance. According to corporate, technology, as well as other circumstances, employees are able in becoming essential and they need to adapt to constant learning and refreshing of knowledge and skill invaluable. As a result, for businesses to get the best return on investment, companies must effectively manage training programs. Intellectual capital, but on the other hand, is every organization's most valuable asset in the face of fierce and dynamic competition. Training and development is a tool that aids in the exploration of human dexterity. As a result, education and training are essential to an employee and organizational workforce dynamic society interactions.

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