Role of Training and Development Programs in Predicting Employee Layout - Thesis Example

RECOMMENDATIONS For effective achievement and enhancement of job satisfaction among the employees at Abu Dhabi police, there should be an intense focus on the idea of training within the organization. Since the training programs in an organization, enhances job satisfaction, there is need to establish a link between the training and improving performance. The implementation of a training and development program has to be tied to the customer service as well as their retentions. The results indicate that a strong correlation exists between the designing and planning process of an employee training program. This is also related to the employees’ perception on the idea of e-training and their expectations of the benefits resulting from the use this system of training. Therefore, the perception of employees in Abu Dhabi police on e-training and its benefits to them should be the determining factors in designing and planning of their training program for improved performance and job satisfaction. Since the perception of employees at Abu Dhabi police supports the training and development programs as significant variables in predicting their job satisfaction, such programs should be considered as predicators for employee job satisfaction. This is because training and development programs greatly influence the employee’s job satisfaction. Employees at Abu Dhabi police also consider e-training as an important predicator of their job satisfaction. This implies that e-training programs should be encouraged at Abu Dhabi police in order to enhance their job performance. The e-training programs should be made accessible to all the employees or employees need to be offered with time to advance their education, particularly the e-training programs that promote job satisfaction in their sector. However, the employees ought to be careful on the kind of e-training method selected so as to achieve only the training that enhances their job satisfaction. The management of Abu Dhabi police must take note of the significant differences existing from the perceptions of their employees on job satisfaction. This should be in relation to the training and development programs implemented. Considering the implementation and design of a training program as a constant variable and employee job satisfaction as dependent variable, a regression model could be the ideal method. This will assist the management of Abu Dhabi police to effectively analyze how each of the independent factors such as the designing and implementation of the training, e-training ideas as well as benefits affects the dependent variable, in this case job satisfaction. Based on the regression model understanding of the variables in the discussion, the perceptions on e-training method as well as the type of training and development programs implemented affects job satisfaction. Therefore, a careful analysis of the perceived training and development method will strongly enhance the global job satisfaction among the employees. This is particularly focused on the employees at Abu Dhabi police station. In order to achieve, maintain and improve the job satisfaction among the Abu Dhabi employees. There should be a continuous assessment of how the e-training benefits are perceived and ideas as well as courses are designed and implemented. Pay or salary should be taken as a dependent variable and employees’ perceptions on e-training benefits, ideas as well as designing and planning of a given training as independent variables. This implies that the management of Abu Dhabi police should not consider the training program as significant model in achieving employee job satisfaction. However, the rest of other training variables remain to be important factors in predicting employees’ salary. As a result, the employees’ salary has to be entirely dependent on the benefits obtained, ideas from e-training and how the courses are designed. Although the results indicate that traditional training is considerably more efficient and the most preferred than e-training, there is need to promote the e-training awareness. Emphasis should be made on how the e-training programs can increase employees’ job performance and add value to the Abu Dhabi police. This is due to the fact that people in Abu Dhabi location are not informed about the value of e-training (Mariano, 2002). Given the existence of a correlation between the employee job satisfaction as well as e-training and development programs, the Abu Dhabi police should learn on how to implement e-training programs as a requirement for their employees. Awareness campaign can be the necessary steps in changing their employees’ poor background or view on e-training. In addition to changing the perceptions of people at Abu Dhabi on e-training, the creation of appropriate supportive e-learning material such as video lecture, texts, test samples and online exercises to the employees can be helpful. Providing a reward to the most effective employees who make use of the e-training to improve their job performance could encourage the adoption of e-training method at Abu Dhabi police. However, a consideration has to be made on how to implement e-training programs despite the fact that it emerges to be a good idea. As a result, a comprehensive study that will involve the overall plan the techniques and steps on the implementation process has to be carried out on how to productively put it into practice. Relationship between the literature review and study findings Although employees are required to continuously learn and make progress in their respective jobs an obligatory need for their employability, Rowden & Conine (2003) argues based on the various elements of job satisfaction. They examined that satisfaction of the job training cannot be perceived as an all-or-nothing concept, adding that employees are satisfied with part of the training program elements while get dissatisfied with others. As a result, they recommended that a focus should not only be on the job satisfaction training, but also in the investigation of various components comprised in the training. Rowden and Conine’s review is in line with the significant differences existing from the perceptions of the employees on job satisfaction at Abu Dhabi police. For instance, the implementation and design of a training program was considered as a constant variable and employee job satisfaction as dependent variable. A regression model was used to effectively analyze how each of the independent factors such as the designing and implementation of the training, e-training ideas as well as benefits affects the dependent variable, in this case job satisfaction. Therefore, the ability to pay attention to the components of a job training program determines the achievement of employee job satisfaction. Tansky and Cohen (2001) discovered a correlation between job satisfaction and training. Additionally, they examined that in case an employee feels appreciated because of the understanding that the company offers him or her training and development in order to enhance the career undertaken, such an employee will become more satisfied with that particular job. Tansky and Cohen’s literature review is very much supported by the findings obtained on the hypothesis that job satisfaction among the employees is influenced by the training and development programs. For instance, the results of the study on the traditional training and development program as an independent variable and employee job satisfaction as the dependent variable. This revealed that a positive relationship exists between the training and perceptions of employees on the idea of job satisfaction. Furthermore, the discussion presented in both the literature review and findings from the study indicate that employee training and development program is a significant variable in predicting their job satisfaction. Based on the hypothetical need to investigate how job satisfaction among the employees is influenced by the existing perceptions on the e-training method, the study results indicate that a correlation exists between the perceptions of employees which act as the predictor of their job satisfaction. This implies that a significant influence exists between the perceptions on the method of e-training and employees’’ job satisfaction. The results of the study are supported by Bharadwai and Karkera (2001) suggested that successful training should be tied to the outcomes that enhance the value of organization to its own customers and employees. They offered a framework that could be used for a blended training, for instance, an integration of a traditional training with an e-learning will lead to employees’ gain in skills and knowledge required on the job. This is an indication that e-training makes use of the available technology in order to enhance the skills and knowledge of employees. However, for effective implementation of training and development, an e-training must be coupled with other varieties of some traditional training such as the instructor-based training. Further literature review shows that the proper development and execution of an e-training program is very significant for job satisfaction (Bharadwai and Karkera 2001). They argued that employees ought to provide some feedbacks during the design and development of an e-training program. The argument of Bass and Vaughan (1996) suggests that training methods should be selected on basis of the extent to which they are expected to allow the learners or employees to actively participate in the assigned job performance. They also emphasized that such methods must enable the learners to transmit the undergone learning experiences from the place of training to the situated job situations. This will as well acquaint them with the knowledge of the outcomes on the areas that need their efforts for job improvement. The reviewed literatures entirely support the hypothesis that the perceptions on a training and development program influences employee job satisfaction. On the other hand, Tanguist (2001) presents his argument against the perception of e-training method in achieving employee job satisfaction. He added that the e-training methods results into a decrease in responsibilities due to reasons such as the need for the learners to proactively budget for the most appropriate time for learning. This will involve learning on how to use both the hardware and software in an effective manner so as to acclimatize to these devices. Consequently, the learner is left with the responsibility to solve any emerging technical problem in relation to the electronic format. The results of the hypothesis on the effect of training program as well as the perceptions of e-training factors on employee job satisfaction, reveals the existence of significant differences among employees’ perceptions. Such differences concerns the determination of employee job satisfaction based on the training and development program variables. This implies that the design and implementation of a training program acts as predictors of job satisfaction. Therefore, the design, ideas, benefits and implementation of a training and development program greatly affects employee job satisfaction. These results are much supported by Swanson (2001) suggested that the implementation of a training and development program has to be tied to the customer service as well as their retentions. Swanson recommended that any training program should be updated and accessed easily by an employee at his or her own convenient time and pace. Schmidt, Stephen (2007) discovered that a number of researchers have examined various variables that are noticeable among the employees as well as their existing work environments which are aimed at improving the overall organizational and individual’s job performance. Schmidt identified employee job satisfaction as one of the key variables that are greatly considered, referring to the job satisfaction as the level to which employees either favors or disfavors their jobs through emotional or the cognitive expression. The findings of the hypothesis that training program as well as perceptions of the e-training method factors determines or affects the employees salary, indicates that the implementation of a training program is not a significant model. However, other training variables such as ideas and benefits perceived by the employees on a given training and development program, remains to be significant in predicting employees’ pay or salary. Such ideas have been supported by Choo and Bowley (2007) training generally rewards the long-term employees on the basis of the assumption that such individuals will be in a position to encourage the existing employees that will have already learnt or acquired some new skills through e-training in readiness to face some new challenges. In addition, training plays a great role in minimizing the organizational need to supervise their employees. This is simply because not only the skill-based training introduces employees to the appropriate ways of how to perform their jobs, but also assists them to work independently as well as to develop the can-do attitude. Therefore, the designing of training courses, ideas and benefits collectively create the perceptions of employees on e-training method, and a result determines their salary or pay. The consideration that traditional training is the most preferred and efficient compared to e-training as the final hypothesis, was confirmed to be positive. This is because a significant number of respondents reflected a higher average of the job satisfaction on traditional training than on e-training at Abu Dhabi police as with supported figure (3.6542 versus 3.1740) from the group statics table (13). This is in support of the literature review that e-training has some associated inherent drawbacks. The basic reason as to why other learning programs are considerably less effective is because the personal responsibility gets diminished in an e-program. Additionally, the responsibility decreases due to a number of reasons such as learners are obliged to proactively budget for their time and undertake the initiative within their learning. They should learn how to utilize the required hardware and software. This is in order to effectively acclimatize to those devices as they interface with them. As a result, the learners are left with the responsibilities overcoming any technical problem arising due to the electronic format (Tanguist, 2001). References Bharadwaj, Geeta, & Karkera, Radhakrishna, (2001). Employee training in quality in the new millennium. Annual Quality Congress Proceedings. 517-528. Mariano, Bernárdez. (2002). How to cerate an e-Learning Culture: Tools and Techniques (ISPI Conference Session paper, Dallas. Rowden, R. W., & Conine Jr., C. T. (2003). The relationship between workplace learning and job satisfaction in U.S. small commercial banks. In S. A. Lynham & T. M. Egan (Eds.), AHRD 2003 Conference Proceedings 1 (pp. 459–466). Schmidt, Steven W. (2007). The relationship between satisfaction with work place training and overall job satisfaction. Human Resource Development Quarterly, Vol. 18 Issue 4.11- Owens Jr. Schmidt, S. W. (2004). The relationship between satisfaction with job training and overall job satisfaction. Unpublished doctoral dissertation, University of Wisconsin, Milwaukee. Stephen, Choo, Christine, Bowley, (2007). Using training and development to affect job satisfaction within franchising, Journal of Small Business and Enterprise Development, 14(2), pp.339 – 352. Swanson, Sandra (2001). E-learning branches out. Information Weekly, Feb. (826), 42-60. Tanquist, Stu (2001). Marathon E-learning. Training & Development, 55 (8), 22-24. Read More