Relationship between the Staff Training and Their Performance Concerning the Bank - Research Paper Example

CHAPTER FIVE

SUMMARY, CONCLUSION, AND RECOMMENDATIONS

5.1 Introduction

The chapter presents in-depth discussions that touch on the importance of the training programs. As such, the information highlights the coverage on the necessity for the improvement of particular skills for the BDB employees that is crucial for the development of the bank. Other areas that the research tends to enhance entails capabilities, understanding, career development and most importantly, the efficiencies of the employees at work in the BDB organization. Besides, the collected data from the questionnaire creates the little ground for the comparison needs and the underlying conclusions and recommendations drawn. Importantly, the suggestions help in the policy making process, boosting on management issues and useful in ensuring that employees crave for the necessary skills for their job requirements.

5.2 Analysis, Discussions, and Summary of the Results

Particularly, the prime aim of the research was to expose the interconnection between the training program and the performance of the BDB employees. Such performance concentrated on the staffing effectiveness, commitment, and the efficiency. Notably, the findings settled on the positive and significant correlation between the training programs. Specifically, the association influenced the employees' work determination regarding efficiency, effectiveness and commitment, which establish the staff performance (Al-Htaybat, von Alberti-Alhtaybat, & Hutaibat, 2011).

Admirably, the usefulness of the training program conducted by the BDB employees enhances work satisfaction and is significant on their performances. Therefore, the research shows that the employees are committed to the organizational requirements that mostly constitute their job regulations. In relation, the current firms tend to make use of the available resources to enforce permanent training programs to their employees. The Companies ensure that this initiative becomes real through resource allocations to execute the activity that encompasses financial needs, time and relevant information acquisitions. Observably, the firms that crave for the training of its staff, obtain relevant and current data about the market, and able to carry out implementation process; stand a chance to have the competitive advantage over the related organizations. Therefore, the business should engage in the course of getting current knowledge and imparting to enable the employees to improve on their competencies that lead to innovations. Hence, it would create the market dominance due to unique products and services provision as the case of the Bahrain Development Bank (Al-Htaybat et al., 2011).

Concerning the training development and enforcement department, the conducted activity of training aimed at improving the skills and knowledge of the BDB employees. Further, the action intended to boost their abilities and create a ground for the little competition that set high standards for other firms. The move creates the entry of more customers, who find it advantageous to bank with the organization. The data obtained through the conduction of questionnaire contributes to the reality through the results of the BDB respondents that the training helped the team to realize their needs and to escalate the employees' performance (Saks, Haccoun, & Belcourt, 2010).

Alternatively, the findings from the available respondents during the research period showed that time limited allocation partitioned for the development of the Bahrain Development Bank training programs. Similarly, the information highlighted that the bank embraced the use of both the performance assessment results and the department suggestions to categorize employees for the demanded training programs. Ideally, some of the respondents did not expose all the information about the applied mechanisms by the BDB about the practice coverage. Mostly, the available training methods used include on-the-job and off-the-job techniques regardless of commonly applied method of a first type training program.

On the other hand, the research results indicated that the larger percentage of the sampled respondents accepted the need for group training activities with the aim of learning of knowledge, skills and attitudes as opposed to the individual study. Finally, the respondents recognized the importance of public work after the training process that enhances efficiency than the single capability (Saks et al., 2010).

However, the variable that includes dependent and independent shows active and significant correlation. Moreover, the most meaningful and high correlations of the employed variables about the employee performance is the employee work efficiency (r = 0.813, p < 0.01) from the employee training program. As well, the correlation between the effect of the staff training and the combination of all variables such as efficiency, commitments and the effectiveness, which are the composite of the employee performance contributed to a robust and positive correlation (r = 0.845, p < 0.01). The findings mean that there exists a strong relationship and that the value is more significant at p values that are less than 0.01 (Saks et al., 2010).

5.3 Conclusions

Conclusively, the following remarks revolve around the important conclusions of the research conducted in the bank and contributed by the sampled population of the respondents that covered only employees:

• From the available evidence such as the materials and the results of the research study, it is evident that the bank has experience and involves the training of the staff over the past few years. Therefore, the regular training program has an influence on the development of the individual employees and the organization regarding a performance of the BDB.
• Recognizably, the firm has a separate department that ensures the progress of research and training developments. Besides, the authorities can initiate smooth coordination of the operations of the organization and control of the training activities put forth by the firm. In summary, the bank craved for the employees' training that massively contributed to acquisition of the crucial skills and attitudes. The two aspects help in the process of enhancing the performance concerning the Company operations and which contributes to more banking activities, hence, maximization of profit margins.
• The training at the bank is planned and systematic according to both the primary and secondary sources and the data obtained from the respondents. The findings show that the encouraging factors in the training program lie on the budgetary allocations for the process and the recognized training policy by the management of the organization.
• Nevertheless, from the data presentation and the analysis conducted, it is clear that the coaching consideration helps in the acquisition of the demanded skills by the Company's human resource, attitude and the necessary knowledge for the competitive job market. Accordingly, the highlighted skills encourage accuracy and precision in the work performance. Practically, the employees are committed towards work due to the excellent training undertakings by the organization. The claim is backed up by the majority of the respondents, contributing to 41.6% asserting that they are committed to the needs emergent in the community because of the good training practice at the bank. Comfortably, the information indicates that Bahrain Development Bank can compete in the regional economy since the bank considers different skills, knowledge, and the motivational engagements. Accumulatively, all these factors encourage the bank to have the relevant portion of the total market shares in the region. Hence, the bank can initiate a different level of competition in the banking sector.
• The information obtained from the respondents indicates that the employees believe in the group work. Subsequently, it improves on the social interactions amongst them during the training activities and work that is directed to increased performance and embrace skills and knowledge.
• Further, the available data on the correlation contributes to the conclusion that the training is positive and significantly correlated with the staff performance. Additionally, all the relationships between the dependent variables that entail the efficiency, commitment and the effectiveness and the free, training, indicate a positive and significant correlation.
• Finally yet importantly, the whole research areas show that the training program is effective, and the application of planned and systematic implementation is necessary. The initiative helps in the recurrent of useful skills in the banking process. Therefore, the employees can gain experience in the area of specialization, which improves on the work performance and the resultant increased productivity.

5.4 Recommendations for the Policy Makers at the Bank

• The conduction of the training programs should embrace the international standards due to the reason that the employees need to compete in the world market in the job market.
• The prime objective of holding training program apart from increasing the work performance is to facilitate better understanding by the staff. The process should highlight the job description especially the underlying functions carried out by each group of employees.
• The training process should be supported by the management and observe the durability requirements as long as the organization tends to exist.
• The program should include the leadership development to have quality skills regarding administration in the service provision in the field of banking.
• The program should focus on updating the system to facilitate the acquisition of the new technology, and the methods of new researches and studies improve on the learning and teaching methods.
• The training program should benefit the improvement of performance incentive and as well as the reward.

5.5 Recommendations for the Training Management at BDB

• Encouragingly, the working conditions should cohere with the training program to facilitate the learning instances.
• Successfully, it is crucial to perform the rewarding system to implement the training findings. The system should contain the relevant design that takes note of the improvement of performance due to the integration of the training program.
• The management should encourage the departmental decision-making by the trained employees.
• The training involvement should revolve around the job performance.
• The training program should promote the career progress in the line of specialization on the long-term basis.
• The organization of the training program should enforce the employee's capability that is advantageous the firm.
• The total engagement of the staff is necessary and calls for commitment by the employees to boost the efficiency of the operations.
• The personnel in the delivery department for the training cases should hold skills in a specified field of training to meet the threshold of offering such services to the employees.

5.6 Suggestions for the Employees and Staff at BDB

• They should focus on the importance of the training programs and get involved to increase the skills and ability to solve problems in the firm.
• They should engage in the realization of the positions due to the observed performances and the degree of efficiency in the department and overall performance of the bank.
• Consistently, they should involve in the training activities to ensure that the acquired skills and knowledge do not fade away.
• Equally, they should focus on the crucial aspect of the training that involves the competencies in the skills and the motivation that calls for active participation. It is essential for human development, high performance of the BDB and the improvement in the skills regarding the market requirements.

5.7 Limitations of the Study

Despite the fact that the research coverage contributes the achievement of the relevant information in the case study, some of the limitations present themselves. The study faced some challenges and which includes:

• The filled questionnaires did not take into account all the relevant areas about the employees. There is the likelihood that the information may change in case all the available areas regarding the employee's consideration.
• Besides, the data relating to the age group could be misleading as most individuals consider the age factor private affairs. Hence, the future take may include the record, which the management keeps to improve on the truth of the information acquired.

5.8 Future Directions

The research exposed the positive relationship between the staff training and their performance concerning the bank. However, various variables that could have led to certain information were left out during the study period. Hence, it is important that the future research includes such factors as customer involvement and the management issues such as the financial aspect. The other matter that should employ in the research is that of the banking environment, which concentrates on the market competition and quality of service provision that helps to improve the credibility of the employees' training programs (Saks et al., 2010).