CHAPTER1 all of the employees gets training in

                                                     CHAPTER1 INTRODUCTION

1.1 Introduction

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 (Nadler & Nadler,2012) assert that human
resource development includes training. The purpose of the training is to
enhance the performance of the employees working currently in the organization.
Training is often viewed in many terms and also seen as a cure of all the
problems.  Mostly all of the employees
gets training in the starting of their careers the individuals rely on this
training to improve their currents skills and learn new skills (Thang, N.N,
2010). Training is
very important in achieving the goal of the organization as it increases the
efficiency and effectiveness of employees and adds value in the organizational
performance. The effect of usefulness of training for the
employees on the relationship between future orientation and context
performance. It has been a topic of interest in the research world for many
years. This study analyzes that training is aimed to train employees, enhance
their current work ability and should coincide with organizational strategic
planning. Training for the organizations is an important point for future work
demand. It questions how the employee considers this training as useful for
them.

1.2 Gap

The
gap is when we study the organizations there is a crucial gap in the HRM
practices, implications for theory and HRM literature.  Theoretically our study will fill the gap in
the existing literature and provide some new insights on the constructs which
has been less studied. Empirically, it will guide the organizations about the
training programs which will affect the relationship between the future
orientation and the context performance.

1.3 Significance or importance

Training is crucial for
organizational development and success. It is fruitful to both employers and
employees of an organization. An employee will become more efficient and
productive if he is trained well. Training is given on four basic grounds:

New candidates who join an organization are given
training. This training familiarize them with the organizational mission,
vision, rules and regulations and the working conditions.
The existing employees are trained to refresh and
enhance their knowledge.
If any updating and amendments take place in
technology, training is given to cope up with those changes. For instance,
purchasing new equipment, changes in technique of production, computer impartment.
The employees are trained about use of new equipment’s and work methods.
When promotion and career growth becomes important.
Training is given so that employees are prepared to share the
responsibilities of the higher level job

1.4 Objectives of the research

·       To
examine how training mediates between future orientation and context
performance.

·       To
Accessing the impact of these training on task performance.

1.5 Research question:

1: Up to what Future orientation
will positively relate to context performance?

2: Up to what extent training
mediate the relationship between future orientation and context performance?

 

 

 

 

 

 

 

 

 

                                          CHAPTER 2: LITERATURE REVIEW

 

2.1
Theoretical foundation of the study

This study will be guided
by both learning theory, human capital theories ad socio cognitive theory . For
an organization to smartly  achieve its
goals, it has to manage properly the human resources which are available. human
resource management in many 15 organizations is the focus for a wide ranging
debate concerning the nature of the contemporary employment relationship its
According to Armstrong (1996). That’s why managing human resource is one of the
key elements in the coordination and management of work organizations. In the
era of technological change over time, new ways of creating and delivering
goods and services are always discovered. But whatever means used, human
resource is still required to ensure the interest of both employees and
employers is met. Learning in the workplace is very important as it influences
the way training and development is approached. Learning is the process of
acquiring knowledge, understanding, skills and values in order to adapt to the
environment in which we live. (Gayne 1996). Several theories relating to how
people learn exist and each theory relates to different aspects of the learning
process. The reinforcement theory emphasizes that people are motivated to
perform or avoid certain behaviors because of past outcomes that have resulted
from those behaviors. From a training perspective, reinforcement theory
suggests that for learners to acquire knowledge, change behavior, or modify
skills, the trainer needs to identify what outcomes the learner finds most
positive and negative. Trainers then need to link these outcomes to learners
acquiring knowledge, skills and changing behavior. The social learning theory
emphasizes that people learn by observing other persons (models) whom they
believe are credible and knowledgeable. This theory also recognizes that
behavior which is reinforced or rewarded tends to be repeated . Goal theory
assumes that behavior results from a person?s conscious goals and intentions.
Goals influence 16 behavior by directing energy and attention, sustaining
effort over time, and motivating the person to develop strategies for goal
attainment. Need theory helps explain value that a person places on a certain
outcome. A need is a deficiency that a person is experiencing at any point in
time. Need theories suggest that to motivate learning, trainers should identify
trainees? needs and communicate how training program content relates to
fulfilling these needs (McGraw-Hill 1996). Another theory guiding this study on
training and development is the human capital theory. Schultz, (1961) defined
human capital theory as the knowledge and skills obtained by people as capital
in the process of vocational and technical education. Human capital theory
shows that individuals and the whole society gain economic benefits from
investments in people (Sweetland, 1996). The emphasis of human capital theory
is how education adds on efficiency and productivity of workers by increasing
level of cognitive stock of economically productive human capability which is a
product of innate abilities and investment in human beings (Olaniyan and
Okemakinde, 2008). Investing in human capital, just like investing on physical
capital is vital in adding to productivity of individuals in terms of labor.
This develops the labor force both qualitatively and quantitatively, mainly
because a qualified labor force increases productivity and brings investments
to entrepreneurship. Becker, (1993) recognized that education and training are
the most important components of human capital investment and that the income
of a better educated and trained person is normally higher than the average
wage rate. Dubra, (2010) further adds that there are three types of training or
17 education closely related to return rate and human capital which are:
education at school, training at work place and other knowledge. Education at
school gives one knowledge in the institution that concentrates its activity on
training process and offers education as a product. Training at work place
gives new skills and improves gained skills at workplace. Other knowledge
includes any other information obtained by the individual to improve their own
economic situation. Black and Lynch (1996) citing Bishop (1994) did a study in
America on the impact of human capital investments such as employer-provided
training and development, and concluded that training and development raises
subjective productivity and performance by almost 16%.

Knowledge
worker future orientation

The concept of KWs was
introduced by Peter Drucker back in 1959 when he identified the change that was
taking part in the modern organizations where manual work was no longer the
norm; instead the center of gravity of the organization had shifted to
knowledge work. Drucker defined a knowledge worker (KW) as the one that “puts
to work what he has between his ears rather than brawn of his muscle or the
skill of his hands” (Drucker, 2007, p. 3). The KWs are thus those who carry out
the “knowledge work”, one of intellectual nature rather than physical nature
(Alvesson, 2000). Opposed to the manual worker (MW), the KW does not produce a
physical product but knowledge, ideas and information. Olomolaiye & Egbu
(2004) describe KWs as those who receive information, assimilate it, decide what
to do and execute the relevant decisions. They are problem solvers that rely on
their intellect rather than on manual skills (Muo, 2013)

2.2
Perceived trainer performance

Perception
is the process in which people select, organize and interpret information
gathered by their senses in order to understand the world around them (Fluker
and Turner, 2000). So the perceived trainer performance means how the trainees
conceptualize the trainer teaching style, his methodology. If the style of the
trainer is well and good then the participant will surely perceive the method
of the trainer in a positive way. The style of the trainer matters a lot while
we are highly motivated to see ourselves somewhere in the future.

2.3 perceived usefulness of
training

          The participants
perceives the training as providing them with the knowledge and the skill                    and improve their efficiency
within the organization and the other concern is they perceive training as
contributing to their career opportunities. (Lee, S.H and Pershing, J.A,2002)
the individuals who are highly motivated, who has high attention to be
something in his/her future he/she will perceive the benefits of the training
in a positive way. He will pay attention to the benefits of the training
provided to them.

2.4
perceived efficiency of training

             It relates to the organization and
the mode of the course. It refers to an evaluation about the physical location.
(Podsakoff,P.M,2003). According to Dessler (2001),
employee training and certification are used to teach newcomers or veterans
skills needed to perform their job. In fact, it refers to the process by which
current performance of employees is enhanced in accordance with the company’s
goals. This includes programs taking place within the organization (internal
training, courses), professional programs, certifications, etc.In order to
select the most appropriate program the process of training should include five
key activities: determine the need, set the goals, design, implement and
evaluate.

With this method, the impact of employee training is measured on the basis of four
criteria:

Reaction
criteria –
related to the question of how employees liked the training and how much
they believe they have learned during its realization. Based on this
criteria, the evaluation is carried out so that at the end of the training
participants fill out a questionnaire.

Learning
criteria –
refers to what the students have learned during the training and what kind
of knowledge and skill set they are able to demonstrate after it.

Behavior
criteria –
related to changes in the behavior of employees shown after completing the
training.

Result
criteria –
related to the question of whether the training achieved the desired
results, and whether the results of the training will lead to an increased
productivity and improved performance of employee.

2.5
Context performance

Performance is the accomplishment of particular task
measured against predetermined or identified standards of accuracy,
completeness, cost and speed. Cooke (2000). In an employment contract,
performance is deemed to be the achievement of an assignment laid down under
the contract. Efficiency and effectiveness are components of performance as
measured by the standards set by the organization. Employee performance is
related with quantity of output, timeliness of output, quality of output,
attendance on the job, efficiency of the work finished and effectiveness of
work completed. Mathis & Jackson (2009). Performance is the achievement of
a given duty measured against predetermined principles of accuracy,
completeness, cost and speed. 8 The performance of any organization is
dependent on the quality of its workforce. There are some expectations from the
employees regarding their performance. When they perform up to the set
standards and meet organizational expectations they are assumed to be good
performers. The general view is that employee?s performance is influenced by
such factors as salary, training and development both on the job and off the
job; working conditions among others (Obisi 2011). Recruiting and selection of
employees with high potential is not a guarantee that they will perform with
effectiveness. If they do not have the knowledge of what to do or how to do it
then can never perform effectively even if they wanted to. Therefore,
organizations need to train and develop employees so as to equip them with the
know how of what and how to do things for effective performance. Good
performance is vital for the going- concern of any organization. Poor
performance may lead to capital losses and eventually the collapse of an
organization. Employee performance is higher when workers are happy and content.
The performance of employees is generally rated in terms of output. According
to Kennedy et al. (1992), employee performance is measured against performance
standards that are set by the organization. When measuring performance, a
number of factors are taken into account, for example productivity, efficiency,
effectiveness, quality and profitability. Profitability is the earning of
profits consistently within a given period of time. Stoner, (1996) describes
efficiency as the ability to produce expected results using minimum resources
as possible while effectiveness refers to ability of employees to meet desired
objectives. Productivity is the ratio of output produced to that of input used.
It is also a measure of how much output is produced per unit of employed
resources (Lipsey, 1989). Quality, 9 according to Stoner, (1996) is
increasingly achieving better products and services at a progressively more
competitive price.

2.6
Relationship between Training, future orientation and context performance

Training,
according to Serkan and Emir (2014), should be planned in such a way that it
results in the commitment of the organization. Mthokozisi and Clifford (2015)
on the hand proposed that commitment of employees is as a result of some human
resource practices such as career development and training opportunities as
well as promotions and succession planning. When these practices are well
catered for, they bring higher employees performance. Although the above
literature gives enough evidence to buttress the positive effects of training
and development on employee performance, Uma and Murali (2016) outlined that
management of organizations most often than not hesitates when investing in its
human resource due to diverse reasons. Sometimes, after effective and timely
training programs are given employees, they intend to cash it for the sake of
their own employment opportunity and market value or they are ready to change
jobs simply because of increase in salaries, which makes a firm’s investment in
training a cost rather than been profitable.

                                                      

                                                       

 

                                                                 Training                                     

            IV                                                                                                       DV

 

 

 

 

                                                         Theoretical model

Hypothesis

H1:
knowledge worker future orientation will be positively relate to context
performance

H2: Perceived
trainer performance will mediate the positive relationship knowledge worker
future orientation and context performance

H3: Perceived
usefulness of training will mediate the positive relationship knowledge worker
future orientation and context performance

H4: Perceived
efficiency of training will mediate the positive relationship knowledge worker
future orientation and context performance

 

 

 

 

 

 

 

 

                                     CHAPTER: 3
RESEARCH METHODOLOGIES

3.1 Introduction

This
chapter provides a description of procedures to be use in carrying out the
study. It describes the research design, target population, sample size and
sampling procedures, data collection instruments and procedures, reliability
and validity of instruments that were going to be used as well as the other
data processing and presentation methods/data analysis techniques.

3.2 Research strategy

The
research is quantitative. The survey strategy will be used to generalize the
findings (Floyd, 2002, p.178). the survey strategy is chosen, as the study’s aim
is to generalize the findings on the three research objectives: (1) to test if
knowledge worker orientation has a positive effect on task performance 2) to
test if these three factors mediate the relationship between knowledge worker
and task performance (3) to explore knowledge worker role its relationship with
the population.

 

3.3 Research approach

All
research projects involve the use of a theory. According to Saunders et al. (2011),
there are two types of research approaches, deductive and inductive. This
research proposal is deductive approach. A deductive research method requires
the development of a conceptual and theoretical structure before being tested
through empirical examination (John and Phil,

2002).

 

3.4 Research Design

This
study will be conducted using descriptive survey design. According to Orodho
(2005), descriptive survey can be used to describe some aspects of population
like opinions, attitudes and beliefs. Best and Kahn (2005), state that surveys
gather data at a particular point in time with the intention of describing the nature
of existing conditions. The purpose of this survey is to gather detailed
information in order to provide an insight on the relationship between training
and knowledge worker future orientation and knowledge worker task performance
in pharmaceutical industry.

3.5 Target Population

 According to (Kothari, 2004), target
population was the larger group to which one is hoping to apply findings. The
study will target 210 pharmacists working in for the participation in the
research study.

3.6 Unit of analysis

The
unit of analysis will be individuals like doctors, nurses, hospital
administration staff etc

3.7 Sample Size

 Simple random sampling technique will be used.
According to Borg and Gall (1989), a sample size of any study should be based
on what a researcher considers being statistical and practicable. For this
study, a sample of 210 employees will be selected. Random sampling will be used
in selecting the number of branches that will be involved in the study. This
will allow all members of the population to have an equal chance of being
selected.

3.8 Sample frame

Strata                                         
Target Population                                   

Hospital
pharmacies                   144

Community
pharmacies              40

Clinics                                         15

Bio
tech drug dealers                  11

Total                                            210

3.9 Measures

For
the measurement the questionnaire will be adopted. Whose scales are available.
The survey items were provided using 5 point likert scale.

 

3.10 Data Collection

A
closed questionnaire will be used in data collection for the study.
Questionnaires are ideal for survey study as postulated by (Mugenda and
Mugenda, 1999) and they are widely used to obtain information about the
knowledge worker future orientation and knowledge worker task performance. The
research questionnaires will be developed to fit the research design and the
plan of data analysis so that the data to be collected will facilitate
establishing the perceived relationship of training and employee performance.
The questionnaire will consist of two sections. Section A will have general
demographic information about the respondents like age, sex, grade etc. while
section B will cover on perception of employees of training and their
performance.

3.11 Statistical tools

The
reliability, validity, inter-correlation and hierarchical regression analysis
will be computed using SPSS.

3.12
questionnaire design

“The survey
questionnaire is the conduit through which information flows from the world of
everyday behaviour and opinion into the world of research and analysis” (Czaja
and Blair, 2005, p.300) All of the questions from the first two pages of the
questionnaire have been designed using a likert scale. The
purpose of the statements in a Likert question is to represent different
aspects of the same attitude (Brace, 2005). Five points within the scale
have been chosen, as they give enough discrimination for most purposes
and respondents can easily understand those (Brace, 2005). Moreover, the
choice of an even number of points will not force a response to go in one direction
or another.

 

Further research

We
propose that future research should focus on the integrity of the medical
industry functions scale and also the scale of the training. The study should
focus on the full four level of training.

 

 

 

 

 

 

 

 

 

References :

1:
The Factors Determine Knowledge Workers Productivity within the Irish Industry
Raul Fernandez Gomez August 2013

2:
Author Aidah Nassazi Title
Effects of training on Employee performance.
Evidence from Uganda Year 2013

3:
Impact of Training and Development on Organizational Performance By Raja Abdul
Ghafoor Khan, Furqan Ahmed Khan,Dr. Muhammad Aslam Khan

4: International Journal of Science and
Research (IJSR)

The
Influence of Training and Development on the Performance of Employees in
Research Institutes in Kenya 2013

5: A LITERATURE REVIEW ON TRAINING & DEVELOPMENT
AND QUALITY OF WORK LIFE Ms. Pallavi P. Kulkarni, 2013

6: International Journal of Academic Research
in Business and Social Sciences International Journal of Academic Research in
Business and Social Sciences The
Impact of Training and Development on Employees Performance and
Productivity of United Bank Limited Peshawar City, KPK, Pakistan 2014

7:
THE IMPACT OF TRAINING AND DEVELOPMENT
ON EMPLOYEES’ PERFORMANCE 1,*Stephen Tetteh, 2Wu Ci Sheng, 3Liu Duan Yong,
4Opata Christian Narh

and 5Opata Emmanuel Sackitey

 

8: European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839
(Online) Vol.5, No.2, 2013

9: THE IMPORTANCE OF TRAINING AND DEVELOPMENT PROGRAMMES
IN HOTEL INDUSTRY 2014

10:
NORGES HANDELSHØYSKOLE Bergen, Spring 2014 Are knowledge workers more
intrinsically motivated than manual workers?