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Impact of Different Training and Development Programs on Employee

Performance in Bangladesh Perspective

Article · April 2019

DOI: 10.31580/ijer.v1i2.506

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International Journal of Entrepreneurial Research 1(2); 8-14

International Journal of Entrepreneurial Research

(IJER)
ISSN:
www.readersinsight.net/jei
IJER
Impact of Different Training and Development Programs on Employee
Performance in Bangladesh Perspective
Rashed Al Karim
School of Business, East Delta University, Bangladesh

* Corresponding author: Missing Email

Abstract ARTICLE INFORMATION

The quality of the human resource of an organization is essential to its success. Thus, every organization Received: 20 December 2018
must seek to improve the quality of its workforce. One way of achieving this is through training and Revised: 16 January 2019
development programs. The importance of training and development programs can only be appreciated with Accepted: 05 February 2019
a clear understanding of its direct impact on employee performance. The purpose of this study is to
determine the impact of training and development programs on employee performance. The data for this DOI:
study has been collected through structure questionnaire by conducting survey. The sample size of this 10.31580/ijer.v1i2.506
study is 100 and is chosen based on convenience sampling technique from different chemical and
manufacturing industries of Bangladesh. All the data of this study were processed and analysed through
SPSS 20. The value of Cronbach Alpha was 0.725, means that the data of this study is reliable according to
Nunnaly, (1978). Hypotheses were tested through multiple regression analysis. From the findings it has
found that Orientation Training (OT), Career Development Training (CDT), and Environment, Health &
Safety Training (EHST) have significant impact on Employee Performance (EP) while there has no
significant relation between Job Training (JT) and Employee Performance (EP). Eventually, this study was
concluded by providing few recommendations for organisational implication

Keywords: Training & Development, Job Training, Orientation Training, Career Development Training, © Readers Insight Publication
Environment, Health & Safety Training, Employees Performance.

INTRODUCTION bridge the gap (Asare-Bediako, 2002). According to Krietner (1995),

no matter how carefully job applicants are screened, typically a gap
In today’s modern competitive business environment, remains between what the employee does know and what they should
organizations are facing emerging challenges in the form of know. There can be both a negative and positive relationship between
acquisition and optimization of human resource. In addition, what should happen and what actually happens in terms of the work
organizations are also facing increased competition due to performance in any organization. There is therefore the need for every
globalization, changes in technology, political and economic organization to adopt strategies in order to achieve the desired targets
environments (Evans, Pucik & Barsoux, 2002). In the bid to or standards set by the company. Training can be one tool that
overcome these challenges, there has generally been the need for a organizations can use to reach their targets or standards. Because
comprehensive human resource management (HRM) practices to training enhances skills, knowledge, attributes and competencies and
convert organization’s human resources into a sustainable competitive ultimately worker performance and productivity in organizations
advantage. Therefore, one way of prompting these organizations is to (Cole, 2002). Several prior studies also evidenced a positive link
train their employees properly to enhance their performance between training & development and employee performance, as
(Aboyassin & Sultan, 2017). Because employees are considered as a training brings benefits for the employee along with for the firm by
bloodstream, most valuable assets, and fundamental source of positively impacting employee performance through the enhancement
competitive advantage in the organizations (Elnaga & Imran, 2013). of employee’s competencies and behaviour. Firms that focus on
Thus, preparing is essential with the end goal to get qualified shareholders and customer satisfaction realised the importance of
workforces who are actually and socially able and equipped for investing in training, and thus recognize the worth of employee
vocation advancement into expert or the executive’s positions development (Evans et al., 1999).
(Mullins, 2010; Antwi et al., 2016). According to Hogarh (2012), the importance of training can only
In any organisation, the needs of training rise when there is the be estimated with a clear understanding of its direct effect on
need to improve or adapt/adjust to changes and solve problems in employee’s performance. An improvement in employee’s
order to improve on both employee and organizational performance performance also leads to an improvement in the organization’s
(Getahun, 2018). The purpose of a training needs identification performance. Almost everyone now admits the importance of training
program therefore is to identify the gap that exist between the on the success and growth of organizations (Jagero et al., 2012). On
required and the actual competencies expected of organizations and the other hand, the failure of organisations in their training programs
employees so as to determine the kinds of training that can help can lead to many problems due to their inability to cope with the
challenges of the competitive environment. Otuko, et al. (2013)

Copyright © 2019 Authors. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use,
distribution, and reproduction in any medium, provided the original work is properly cited.
8
International Journal of Entrepreneurial Research 1(2); 8-14
considered that many organizations are unsuccessful because their organization, improves the morale of the workforce and helps the
employees not trained well enough in skills that actually matter in the employees identify with organizational goals (Sims, 1990). On the
age of information. Training programs assists in making knowledge other hand, training and development benefits individual employees
of employees with more advance technology and obtaining powerful through helping them make better decisions and effective problem
competencies and skills in order to handle the functions and basics of solving, assisting in encouraging and achieving self-development and
recently introduced technical equipment’s (Farooq & Khan, 2011). self-confidence, helping an employee a person handles stress, tension,
Thus, training is needed to raise employee’s performance, if frustration, and conflict, increasing job satisfaction and recognition
employees are trained they will be aware of their job specifications, and moving the person toward personal goals while improving
skills necessary to do job and be capable to use new technology interaction skills (Sims, 1990). Among the many benefits of training
(Khan, 2012). In Bangladesh, only a few organizations have engaged and development programs, it can eliminate risks of an organizations
in training and development of its staff and have departments, units because the trained personnel will be efficient, thus will be able to
and sectors that cover training and development. Thus, this study will make better use of the organizations property thereby reducing and
try to explore the rapport of employee training and development and avoiding waste. Training will also make the employees feel a sense of
the employee performance in Bangladesh context. More specifically, security thus labour turnover can be avoided. Thus, training can
what impacts does the organization’s Training and Development have achieve lower cost of production and lower turnover (Cole, 2002).
on its employee performance? Moreover, organisation’s training and development programs
enhance employees’ competencies because through training and
TRAINING & DEVELOPMENT AND ITS DESIRES development programs they learn the diverse effective soft and
technical skills which they required for their jobs (Feldman, 2000).
According to Sari (2009), training and development is seen as one Hence in line with Gerbman, (2000), employee training and
of the key practices of human resource management and it refers to development program help employees to survive in the future and
the programs designed to teach the employees about the company develop their abilities to cope with new technologies. Employee
essentials, educate them on the general rules of an organization, to satisfaction is one more benefit of effective training and development
provide them technical knowledge which is considered important to programs in the organisation. According to Garger (1999), employees
complete the job tasks effectively and to eradicate the probable have no feeling about their organizations, if they think that their
imperfections at work. Training can be defined as a “systematic organizations are not caring about them. Companies which are
process of acquiring knowledge, skills, abilities, and the right providing the training and development programs for their employees
attitudes and behaviours to meet job requirements” (Gomez-Mejia et are achieving high level of employee satisfaction and low employee
al., 2007). Similarly, Cole, (2002) defined training as a learning turnover (Wagner, 2000). Training increase organization’s reliability
activity which is directed towards the acquisition of specific since employees recognize their organization is spending in their
knowledge and skills for an occupation or task. De Cenzo and future career (Rosenwald, 2000). Besides, Barber (2004) reveals that
Robbins (1996) explained that training is basically a learning on-the-job training headed to superior novelty and implicit skills.
experience, which seeks a relatively permanent change in an Technical and professional skills are very important for the employees
individual's skills, knowledge, attitudes or social behaviour. Hence, to perform a job in an effective way. Therefore, providing training
the essentials parts of a worthy employee training program are opportunities to employees can enhance the performance of the
constructed on orientation, management skills, and operational skills employees Satterfield & Hughes 2007; Kraiger, 2002; Barber 2004).
of employees which the groundwork of any employee development On the other hand, employee training and development programs
program (Kleiman, 2000). Therefore, by focusing on specific skills are important for any organisation to stay solvent and competitive in
required for the current need, training has been reckoned to help the market, though cost is involved, but this investment is positive for
employees do their current jobs or help meet current performance the organizations to hold the place in the market (Fenn, 2000). For
requirement. Each new employee must be properly trained not only to example, several giant organisations, like Microsoft and General
develop technical skills, but to make them an integral part of the Electric Company, are apprehended training opportunities as an
organization. Additionally, training not only develops the capabilities investment (Kleiman, 2000). Employee training and development
of the employee but sharpen their thinking ability and creativity to programs not only increase the profit of organizations but also
take better decision in time and in more productive manner (Abbas, provide difference within their native market. Concurrently, Bartel
2014). Moreover, it additionally empowers workers to manage the (2000), and Schuler and MacMillan (1984) stated that investment in
client in a compelling way and react to their dissensions in auspicious training and development programs can be justified by the impact it
way (Hollenbeck, Derue & Guzzo, 2004). Additionally, training creates to developed individual and organizational effectiveness.
develops self-efficacy and results in superior performance on job, by Additionally, varies prior investigations have also mentioned about
replacing the traditional weak practices by efficient and effective the interconnection between training and development programs and
work-related practices (Kathiravan, Devadason & Zakkeer, 2006). effectiveness of the organization (Blundell et al., 1999; Bartlett 2001).
Thus, it is very difficult for an employee to perform well at the job In the same way, several studies (such as Logan, 2000; Rosenwald,
place without any pre-training (Garavan, 1997). Simultaneously, it is 2000) have also confirmed strong relationship between employee
very obligatory for any organisation to give its employees training to training and development, and employee retention. Therefore,
get overall goals of the organization in a better way (Kaynak, 2003). companies which are providing effective training and development
Training and development programs increase the overall performance programs to their employees are getting success in retaining them.
of the organization (Shepard Jon et al., 2003) although it is expensive Hence employee retention is a volunteer move by organizations to
to offer preparing to the representatives however over the long haul it create an environment which involves employees for long term. To
gives back more than it took (Flynn et al., 1995; Kaynak, 2003). retain employees, organizations need to think seriously about their
investment in training and development (Chaminade, 2007).
BENEFITS OF TRAINING & DEVELOPMENT IN
EMPLOYEE AND ORGANISATION PERSPECTIVE TRAINING & DEVELOPMENT AND EMPLOYEE
PERFORMANCE
It is acknowledged undoubtedly that different types of
organisational training and development programs are always According to Guest (1997) training and development program is
beneficial not just for the organisation itself but also to the individual one of the vital human resource management practices that affect the
employees. On the one hand, training and development leads to value of the workforce’s knowledge, capability and skill positively.
improved profitability and more positive attitudes toward profit Ultimately, the effects are higher on employees’ job performance and
orientation, improves the job knowledge and skills at all levels of the creating super companies. Tzafrir (2005) also asserted strongly that,
training is an important element in producing the human capital.
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distribution, and reproduction in any medium, provided the original work is properly cited.
9
International Journal of Entrepreneurial Research 1(2); 8-14
Investing in training programs can make employees feel indebted to higher salaries, and thus, firm investment in training results as a cost
the company. Training is necessary for the employees to perform rather than profit. It is also observed that due to the resistance of the
particular job because most jobs require specific skill and knowledge organization towards offering training, propels individuals to invest
by which the job is much easier to perform as it is in the benefit of the themselves for their career development and greater performance
employee. Qureshi (2007) concluded that training as an HRM practice (Baruch, 2006). From the above discussion, it is evident that there is a
has a very positive impact on the performance of the employees since relationship between Training & development and employee
a highly positive correlation was found in that study. Valle et al. performance. Based on the literature review and the study objectives,
(2009) intimated without mincing words the provisions training the following hypothesis was proposed for this study:
equips employees with in terms of skills, abilities and knowledge H1: There is a significant relationship between the training and
required by their various positions. These studies have encouraged development (job training, orientation training, career development
organisations in their commitment to employees’ training & training & environment, health and safety training) and the employee
development. Cheng and Ho (2001) also discussed the relevance of performance.
training and its considerable effect on job performance. According to
authors, while employee performance is one of the crucial measures DATA COLLECTION, QUESTIONNAIRE DESIGN,
emphasized by the top management, employees are more concerned SAMPLING TECHNIQUE AND SAMPLE SIZE
about issues on their own output and are increasingly aware of the
accelerated obsolescence of knowledge and skills in their turbulent In this study, the primary data were collected conduction face to
environment. As the literature suggests, by continuously training and face survey through structured questionnaire with predefined answer.
developing employees effectively, they will become more aligned for The study questionnaire contains 33 questions and was divided into 6
career growth and career potential enhances personal motivation parts which are: Demographic Part: Q1-Q5, Job Training Q6-Q11,
(Cheng & Ho, 2001). As said by Guest (1997) mentioned in his study Orientation Training Q12-Q16, Career Development Training Q17-
that training and development programs positively affects the quality Q22, Environment, Health and Safety related Training Q23-Q27,
of the workers knowledge, skills and capability and thus results in Organization Performance Q28-Q33 (shown in appendix). A non-
higher employee performance on job. probability convenience sampling technique was used to select
According to Swart et al., (2005), bridging the performance gap respondents from the different organisations such as chemical
refers to implementing a relevant training intervention for the sake of industry and manufacturing industry in Bangladesh. A total of 130
developing particular skills and abilities of the workers and enhancing questionnaires were distributed to the target respondents in the
employee performance. He further elaborates the concept by stating mentioned organisations by following convenience sampling
that training facilitates organization to recognise that its workers are technique. The survey generated a total of 112 responses out of 130
not performing well and a thus their knowledge, skills and attitudes questionnaires and the response rate was 86.15% where 100 responses
needs to be moulded according to the firm needs. There might be were useable, and the valid response rate was 76.92%, shown in table-
various reasons for poor performance of the employees such as 1.
workers may not feel motivated anymore to use their competencies, or
maybe not confident enough on their capabilities, or they may be Table-1: Response Rate of the Questionnaire
facing work- life conflict. Similarly, as stated by Wright and Geroy
Response Details Rate/Frequency
(2001), employee competencies change through effective training
programs. It not only improves the overall performance of the Questionnaire Distributed 130
employees to effectively perform the current job but also enhance the Questionnaire Returned 112
knowledge, skills an attitude of the workers necessary for the future Questionnaire Not Returned 18
job, thus contributing to superior organizational performance. Questionnaire Returned in Usable Condition 100
Through training the employee competencies are developed and
enable them to implement the job-related work efficiently and achieve Questionnaire Returned in Non-Usable Condition 12
firm objectives in a competitive manner. Besides, Eisenberger et al. Response Rate 86.15%
(1986) stated that workers feel more committed to the firm, when they Valid Response Rate 76.92%
feel organizational commitment towards them and thus show higher
performance. In addition, Ahmad and Bakar (2003) concluded that MEASUREMENT OF VARIABLES AND SCALING
high level of employee commitment is achieved if training achieves
learning outcomes and improves the performance, both on individual This study consists of four independent variables such as job
and organizational level which are like the results of Kim (2006), training (JT), orientation training (OT), career development training
Swart et al. (2005) and Bartel’s (2000) study. (CDT), and environment, health & safety training (EHST) and one
In the same vein, Scott, Clothier and Spriegel (1977) claimed that dependent variable employee performance (EP). To measure the
training practice is have a strong bond with all other human resource dependent and independent variables of the present study, all the
practices as it enables employees to develop themselves within the items are adapted from three prior studies such as Falola, Osibanj and
firm and raise their market value in the market. Moreover, Sanyal and Ojo (2014), Appiah (2010), and Tahir et al. (2014). The details of the
Hisam (2018) believed that training supports to shape employees’ job- measurement of the variables are presented in the table-2.
related behaviour and facilitate them to participate for the success of
the organization and ultimately firm gets higher return due to superior Table-2: Measurement of Variables
performance of its employees. Mamoria (1995) further mentioned that Variables Items Sources
a well-trained worker is able to make a best use of organizational Develop skills
resources along with minimum level of wastages. As stated by Job related knowledge
Ohabunwa (1999), at the point when workers are all around prepared Bring right attitude Falola, et al.,
association can assign duty and specialist to them with full certainty Job Understand job responsibilities (2014)
of guaranteeing hierarchical achievement. Although the above Training (JT) Teaches techniques to perform Appiah, (2010)
literature provides the evidences regarding the benefits of training and assigned job Tahir et al. (2014)
Reduces stress of job
its positive influence on employee performance, Cheramie et al.
responsibilities
(2007), argued that, management, mostly feel hesitant while investing Introduced to the organization
in its human resource due to various reasons. Sometime, despite Falola, et al.,
Ideas about organizational culture
receiving effective and timely training programs, employees are Orientation (2014)
Understand the organizational
Training (OT) Appiah, (2010)
intended to cash it for the sake of their own market value and values
Tahir et al. (2014)
employment opportunity, or willing to change job just because of Knowledge about organizational

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distribution, and reproduction in any medium, provided the original work is properly cited.
10
International Journal of Entrepreneurial Research 1(2); 8-14
mission 5-10 Yrs 27 27.0 27.0
Abide by the organizational rules 10-15 Yrs 50 50.0 50.0
and regulation above 20 Yrs 5 5.0 5.0
Enhances the level of competency Total 100 100.0 100.0
Boost up morality and ethics DGM 9 9.0 9.0
Career Cope up with future changes Falola, et al.,
Sr. Manager 19 19.0 19.0
Development Develop managerial skills (2014)
Asst.
Training Appiah, (2010) 22 22.0 22.0
Increases opportunity for promotion Manager
(CDT) Tahir et al. (2014) Designation
Ensures personal growth and Sr. Officer 23 23.0 23.0
development Asst.
Reduction of energy consumption 27 27.0 27.0
Environment, Officers
Minimize the waste generation Falola, et al., Total 100 100.0 100.0
Health &
Knowledge about fire safety (2014)
Safety
Knowledge about personal safety Appiah, (2010)
Training The table-3 demonstrations that 64% of the respondents are male
and hazard Tahir et al. (2014)
(EHST) while females account for 36%, that is, most of the workers working
Maintain green office activities
Achieve professional goals and in the mentioned organisations are males. Further, most of the
objectives respondents i.e. 53% of the respondents, belong to the age group of
To be co-operative with fellows 31-40 years, the second highest respondents are from 41-50 years
Communicate effectively with Falola, et al., group, which is 25% of the total respondents. And followed by 17%
Employee
(2014)
Performance others respondents belong to 21-30 years group, 4% respondents are from
Focus on the assigned job Appiah, (2010)
(EP) 51-60 years age group and the least number of respondents is in age
Tahir et al. (2014)
Increase productivity and efficiency group of 60 or above, which is only 1%. Furthermore, education wise
Contribute to better performance of comparison supports the point that most of the employees belong to
the organization the highest in hierarchy. Maximum numbers of employees have the
highest education, i.e., 52% of the employees have completed their
Under the variable job training (JT), there are six items to graduation. And then, 47% of the respondents have completed their
measure the impact of job training on employee performance. And degree of bachelor. In terms of work experience, the findings reveal
accordingly, the variable orientation training (OT) is measured by five that most of the respondents have 10-15 years good work experience,
items while the two other independent variables such as career which is 50% of the respondents and 27% of the respondents have 5–
development training (CDT) and environment, health & training 10 years of work experience in the same organisation. On the other
(EHST) are measured by six and five items respectively. On the other hand, the maximum numbers of employees are working as assistant
hand, the only dependent variable of this study employee performance officer, which is 27% of the respondents. The second highest
(EP) is measured by six items. Moreover, all these items are scaled in employees are represented as Sr. Officer, which accounts for 23% of
a five-point Likert scale starting from strongly disagree-1, disagree-2, the employees of the study sample size and afterward 22% of the
neither disagree nor agree-3, agree-4 and strongly agree-5. respondents are Assistant Managers, 19% of the respondents are Sr.
manager and 9% are DGM of the company.
STATISTICAL TOOLS
Reliability Test
To analyse the research data, SPSS has been used to do regression
analysis. More specifically, regression analysis helps one understand In agreement with Nunnaly (1978), the value of Cronbach’s alpha
how the typical value of the dependent variable (or 'criterion variable') should be 0.700 or above. But some of the studies also considered
changes when any one of the independent variables is varied, while 0.600 as an acceptable value (Gerrard, Cunningham, & Devlin 2006).
the other independent variables are held fixed (Bolin, 2014). In addition, Hair et al., (2014) opined that if the Cronbach alpha is
less than 0.60, it is considered poor, while it is acceptable at 0.70;
FINDINGS & ANALYSIS whereas, for Cronbach alpha over 0.80 is more reliable.

Table-4: Reliability Statistics

Demographic Profile of the Respondents
Variables Cronbach's Alpha No. of Items
JT 0.623 6
The demographic part of questionnaire consists of five questions OT 0.760 5
such as: Age, Gender, Educational Qualifications, Length of Services CDT 0.739 6
and Designations. ESHT 0.794 5
EP 0.711 6
Table-3: Respondent’s Demographic Profile Average 0.725 28
Demographi Frequen Percenta Valid
Category
cs cy ge Percentage (%) In this study, the value of Cronbach’s alpha is 0.725 (from table-
Male 64 64.0 64.0 4) which is reliable as the value is more than 0.70 and exceeds Hair et
Gender Female 36 36.0 36.0 al (2014) and Nunnaly’s (1978) benchmark. Thus, it can be concluded
Total 100 100.0 100.0
that the measures used in this study are valid and reliable.
21-30 Yrs 17 17.0 17.0
31-40 Yrs 53 53.0 53.0
41-50 Yrs 25 25.0 25.0 Descriptive Statistics Analysis
Age
51-60 Yrs 4 4.0 4.0
> 60 Yrs 1 1.0 1.0 Table-5 has shown that the statistical description of study
Total 100 100.0 100.0 variables where it has found that Employee performance (EP)
Higher perceived by Career Development Training (CDT) with the highest
1 1.0 1.0
Secondary mean scores, (i.e. M = 3.9983, SD =0.49549) to be the most dominant
Bachelor 47 47.0 47.0
Education training that evident to a considerable extent, environment, health &
Post
52 52.0 52.0 safety training (EHST) (M =3.9860, SD =0.58690) and Orientation
Graduate
Total 100 100.0 100.0 training (OT) (M =3.9500, SD =0.37322) which were rated as
Length of less than 5 moderate practices of their organizations. Job training (JT) (M =
18 18.0 18.0
Service Yrs 3.8150, SD =0.48019) with the lowest mean score was perceived on

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distribution, and reproduction in any medium, provided the original work is properly cited.
11
International Journal of Entrepreneurial Research 1(2); 8-14
the overall as least dimension of training and development. The Table-8: Unstandardized Coefficientsa
standard deviations were quite high, indicating the dispersion in a Unstandard Standard
widely-spread distribution. This means that the effects of training & ized ized Collinearity
development on employee performance approximate a normal Coefficient Coefficie Statistics
Model T Sig.
s nts
distribution. This also indicates that respondents were in favour of
Std. Toler
training and development. B
Error
Beta
ance
VIF
(Consta
Table-5: Descriptive Statistics .080 .647 .123 .902
nt)
Variables Mean Std. Deviation N
JT .040 .079 .041 .499 .619 .963 1.038
JT 3.8150 .48019 100 1
OT .269 .102 .215 2.651 .009 .969 1.032
OT 3.9500 .37322 100
CDT 3.9983 .49549 100 CDT .535 .076 .568 7.018 .000 .977 1.024
EHST 3.9860 .58690 100 EHST .169 .065 .212 2.589 .011 .955 1.047
a. Dependent Variable: EP

Result of Hypothesis
From the table-8, it is also specified that out of four independent
variables, three independent variables such as Orientation Training
From table-6, it has been seen that R value is 0.626. Therefore, R
(OT) (p= 0.009), Career Development Training (CDT) (p= 0.000) and
value (.626) for the overall Training and Development (namely Job
Environment, Health & Safety Training (EHST) (p= 0.011) have
Training, Orientation Training, Career Development Training and
significant impact on employee performance (EP) as the level of
EHS Training) suggested that there is a strong effect of these four
significant is less than (p<0.05) while one variable, Job Training (JT)
independent variables on the Employee performance. From the table-
is not significant as the P value (p = 0.619) is higher than the
6 it is also observed that the coefficient of determination i.e. the R-
acceptance level. On the other hand, multicollinearity has been
square (R2) value is 0.392, which representing that 39.2% variation
checked to verify whether the degree of multicollinearity between
of the dependent variable (Employee Performance) is due to the
independent variables are high. If the correlation coefficient is at 0.90
independent variables (Training and Development), which in fact, is a
and above, multicollinearity problem exists (Hair et al. 2010). In
strong explanatory power of regression.
addition, if the tolerance value of 0.10 or below and variance inflation
Table-6: Model Summary factor (VIF) value of 10 or above show a high multicollinearity. In the
Std. Change Statistics table-8, it showed that tolerance value of all independent variables
Adju (Job, Orientation, Career Development, EHS Training) is greater than
R Error R
sted Sig. 0.10 and the variance inflation factors (VIF) value is lower than 10,
Mo Sq of Squ F
R R df df F which indicates that the degree of multicollinearity between
del uar the are Cha
Squ 1 2 Cha
e
are
Esti Cha nge independent variables is not high.
mate nge
nge
.6 Recommendations for the Organisations
.39 .3715 .39 15.3 9
1 26 .367 4 .000
a 2 5 2 38 5
In the light of the study findings, this study came to the decision
a. Predictors: (Constant), EHST, CDT, OT, JT that there should be different Training and Development programs in
every organization. Although there are some disadvantages like it is
Table-7: ANOVAa costly to give training to the employees, but the advantages of
Sum of Mean Training and Development programs are much more than its
Model df F Sig.
Squares Square disadvantages which are briefly discussed in this study. Therefore,
Regression 8.470 4 2.117 15.338 .000b based on the study findings, the following recommendations are
1 proposed for the organisations in Bangladesh because if the
Residual 13.115 95 .138
performance of the employee is not good due to lack of proper
Total 21.584 99
a. Dependent Variable: EP
training and development programs, it will must affect the
b. Predictors: (Constant), EHST, CDT, OT, JT organisation’s overall performances.
 Need based training programs are to be imparted to the
From the table-7, it is identified that the value of F-stat is 15.338 employees by the organizations to make them focused on the
and is significant as the level of significance is less than 5% (p< organizational goals.
0.05). This indicates that the overall model was reasonable fit and  Equal opportunity for all grades of employees in the
there was a statistically significant association between training and organizations is to be given to maintain homogeneous
development and employee performance (EP). Additionally, this also enhancement of skills and techniques.
indicated that the null hypothesis is rejected, and alternative  Career Planning and Development Schemes are to be
hypothesis is accepted. Hence it can be concluded that training and implemented and they should be closely monitored.
development has significant impact on employee performance of  It is important for the corporate sector to understand, training
Bangladeshi manufacturing and chemical industries. In the table-8, does not have an impact on just employee performance but
the unstandardized coefficients indicated how much the dependent on a firm’s overall performance. There should be a
variable varies with an independent variable, when all other willingness of the organisations to invest in employee
independent variables are held constant. The beta coefficients training and development programs with the understanding
indicated that how and to what extent training and development such that it is an investment that will yield returns.
as Job Training (JT), Orientation Training (OT), Career Development  Most of the employees do not understand the benefits of
Training (CDT) and Environment, Health & Safety Training (EHST) training. They take part in the training as a part of job
influence the performance of the Employees. It has been found that, requirement. Organisation should explain the benefits
Career Development Training (beta = 0.568 =, t=7.018, p<0.05) and properly and motivate the employees to learn properly during
Orientation Training (beta = 0.215, t=2.651, p<0.05) have the highest the training program.
importance on Employee performance, whereas, EHS Training (beta
= 0.212, t=2.589, p<0.05), Job Training (beta = 0.041, t=0 .499,
CONCLUSION
p>0.05) have a relatively lower impact on the performance of
The reason for investigating the impact of employee training and
organizations.
development on employee performance was motivated by the

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distribution, and reproduction in any medium, provided the original work is properly cited.
12
International Journal of Entrepreneurial Research 1(2); 8-14
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