Ties between Effectiveness and Implementation of Training Programs and Employees Performance - Research Paper Example

CHAPTER 4

Results and Findings

The chapter explores on the data derived from the respondents of the questionnaire. However, the presented data lies on the availability respondents during the period of research conduction and the obtained information tabulated in a form of graphs as shown below. Ideally, the data may not represent the result for the firm. Necessarily, the underlying information is helpful since it provides the basis of the findings and the recommendation made and shared among the audience for decision-making processes (Amba & Abdulla, 2014).

4.1 Demographic Information of Respondents

4.1.1 The Analysis Based on the Age Group Factor

Primarily, the obtained data as shown in figure 1 indicates that the highest number of respondents was 62 and which represented the highest percentage of 39%. As such, the age group equivalence is 26-35. On the other hand, the lowest registered number of respondents included six and contributed to 4% of the total sampled population. Similarly, in consideration of the age factor, the lowest percentage contributions relied on the 56-65 years. About the highlighted data, the other portion entails 29%, which derived from the age group of 36-45. Besides, 18-25 age brackets that represented 21 respondents ensured 13% of the employees in the bank. Conversely, the 24 of the respondents were from the ages between 46 and 55 and involved 15%. The analysis conducted shows that the sampled population majorly constituted the young staff. Arguably, the Bahrain Development Bank is composed of young and productive staff (Amba & Abdulla, 2014).

Figure 1: Percentage-Based on Age Group of the Respondents

4.1.2 Gender-Based Analysis

Considerably, the data analysis indicates that male respondents settled at 61% and that of the female showing 39% of the total sample. Recognizably, the male sample summed up to 98 employees while that of the female being 62 persons. In summary, the male population presented in the bank is higher than that of the female and that there exists no close range between the sex differences as shown in figure two (Amba & Abdulla, 2014).

Figure 2: Percentage of Respondents concerning Gender

4.1.3 Analysis Based on Level of Education

The figure 3 clearly indicates that the diploma holders were 40, which represented 25% of the respondent via the conducted questionnaire. The bachelor's degree holders were 70 employees and representing 44% while the master's degree holders being 50 individuals contributing to 31% out of the sample. From the analysis put forth, one can comfortably assert that the majority of the employees are bachelor's degree holders and the least number of staff having diploma certificate. The master's degree holders range from the two groups mentioned as highlighted by figure 3 (Amba & Abdulla, 2014).

Figure 3: Percentage of Respondents Based on the Level of Education

4.1.4 Analysis Based on Working Experience

Based on the analysis put forth by figure 4, individuals with work experience of between one and four years were 16 persons. When translated, the figure shows 10%. Moreover, those with work experience of 5 to 9 years were 37 with the percentage accumulation of 23%. In contrast, employees with working expertise in the Bank of years between 10 and 14 were 69 and the rate translation is 43%. However, 21 employees were considered to have worked in the firm for years between 15 and 19. The percentage equivalence revolves around 13% while that of the years ranging from 20 to 24 was 10% due to 17 people present. Finally, no individuals with work experience of 25 years and above present during the assessment period. Therefore, the evaluation shows that the highest number of work expertise in the organization was those of years between 10 and 14 and followed with those of years between five and nine. Hence, the Company focuses on highly experienced staff that contributes massively to decision-making processes (Amba & Abdulla, 2014).

Figure 4: Percentage of Respondents Based on Worked Years

4.2 Objective One: Understanding the Level of Effectiveness and Training Programs’ Implementation

4.2.1 Recognizing the Level of Effectiveness of Training Programs by Considering Commitment

It is worth noting that commitment plays a critical role in determining the rate at which an organization conducts its operations. It entails the focus on the values by the employees regarding feeling. Conclusively, the feeling touches on all aspects of working environment and the ways management tend to embrace remuneration, which boosts their morale and demand to work even harder. Table 1 covers all the necessary commitment extends in line with the requirements of the job description and most importantly those of the firm. Notably, the tabulation below entails the degree of effectiveness of the training programs, which is ensured by the level of commitments through the data derived from the respondents. The mean of the data from the respondents settled at 4.16. The information indicates that the staff is confident about the work they do and crave for achieving the organizational goals as outlined in the mission and vision statements. On the other hand, the data shows that Bahrain Development Bank provided its employees with the relevant training services and committed towards work (Amba & Abdulla, 2014).

Table 1: Level of Effectiveness of Training Programs in Consideration of Commitment

No

Descriptions

Mean

Standard Deviation

1

Importance of course regarding helping employees to achieve the underlying objective of job competition in the market

4.22

0.46

2

Usefulness of the study concerning willingness to achieve the organization goals and as well as personal

3.97

0.77

3

The initiative of implementing training issues by the employees

4.58

0.54

4

Improvement in productivity by the training process

4.59

0.55

5

Extent at which the training process has reduced the absenteeism by each employee

3.43

0.38

Total

4.16

0.54

The table 2 below highlights the level of commitments that determines the degree of effectiveness of training programs. The data shows that the larger proportion of the employees feel happier and are committed to their work. The boosted morale of the staff contributes to the meeting the business' target through the quality services offered without feeling exhausted. The organization provides excellent training services to the clients although some of them feel there exist certain barriers to commitment. After conducting the training services, many of the employees admitted that they are willing to work as shown in Table 1. Lastly, from the information presented, we can conclude that the staff motivation after the training processes took place (Amba & Abdulla, 2014).

Table 2: Scale of Level of Effectiveness of regarding Commitment

Description

Verbal Interpretation

Range

Scale

Feeling of high commitments to the organization by employees

Strongly Agree

4.50-5.00

5

Feeling committed to the firm by the employees

Agree

3.50-4.49

4

Employees having similar sense of feeling towards the Company

Neutral

2.50-3.49

3

Uncommitted feeling to the organization by the staff

Disagree

1.50-2.49

2

Feeling of high un-commitment to the organizational operations

Strongly Agree

1.00-1.49

1

4.2.2 Recognizing the Level of Effectiveness of Training Programs to Efficiency

Table 3 considers the degree of effectiveness of the training programs regarding efficiency. The mean of the data collected through the questionnaire was 3.96. The result attributes to the efficient operations undertaken by the employees due to the training courses from the present level. In conclusion, the training programs positively contribute to the employees' focus concerning the work flexibility.

Table 3: Level of Effectiveness of Training Programs by Focusing on the Efficiency

No

Description

Mean

Standard Deviation

1

Course coverage involving efficient operations at lowest cost and within the budget constraints

4.53

0.52

2

Highest conceivable performance with the least energy inputs

4.83

0.21

3

Course coverage ensures that the employees accomplish the work task within the time frame

3.44

0.79

4

Extent at which the acquired knowledge is useful in the job market

3.79

0.45

5

Course and the instructions intake by the employees

3.20

0.43

Total

3.96

0.48

Table 4: Scaling the Level of Efficiency of Training Programs with Efficiency

Description

Verbal Interpretation

Range

Scale

High efficiency of the staff due the course administration

Strongly Agree

4.50-5.00

5

Efficiency contributions by the training course

Agree

3.50-4.49

4

Course training having no effect on the employees performance

Neutral

2.50-3.49

3

Inefficiency contributions by the course training

Disagree

1.50-2.49

2

The training courses lead to high inefficiencies

Strongly Agree

1.00-1.49

1

4.2.3 Appreciating the Level of Effectiveness of Training Programs regarding Effectiveness

The data collected from the respondents through the questionnaire and tabulated in figure 5 below. It shows the level of effectiveness of the training programs regarding effectiveness. The mean data was 4.04. Relating to the response from the sample, we can deduce that the training helps in addressing some issue faced by the employees and the firm need to employ the training services to ensure most problems are controlled.

Table 5: Level of Effectiveness of the Training Programs with Effectiveness

No

Description

Mean

Standard Deviation

1

Course taught leads to quality services delivery by the employees

4.50

0.48

2

Course influences the resource allocation by the staff

4.90

0.26

3

The training offering sponsorship for the employees with relevant knowledge and skills acquired via training

3.01

0.47

4

Level of training effectiveness offering emphasis on management and implementation skills

3.21

0.50

5

Acquired skills are useful in solving daily problems resulting from the tasks

4.60

0.52

Total

4.04

0.45

Table 6: Scaling the Level of Effectiveness of Training Programs concerning Effectiveness

Description

Verbal Interpretation

Range

Scale

Training courses are highly practical and useful to addressing all problems faced by the staff

Strongly Agree

4.50-5.00

5

The courses are useful and address certain issues experienced by the employees

Agree

3.50-4.49

4

Slight effect and addressing some issues experienced by employees

Neutral

2.50-3.49

3

Training is ineffective and solves fundamental issues faced by the staff

Disagree

1.50-2.49

2

Courses are highly ineffective and solve no problem experienced by staff

Strongly Agree

1.00-1.49

1

4.2.4 Appreciating the Level of Implementation of Training Programs with Commitment

Table 7 below focuses on the degree of application of the training programs about commitment based on information derived from the respondents. The mean of the data after calculation was 4.22. It shows that the respondents accept the feeling commitments towards Company and the work done after training. Research indicates that the organization does an excellent training program and must crave for its implementation by all employees.

Table 7: Implementation level of Training Programs concerning commitment

No

Description

Mean

Standard Deviation

1

The course provides procedure for learning and training skills on the real work

3.95

0.19

2

Training covers current level of education and development plans in line with the BDB objectives

3.97

0.40

3

Whether the training was essential in developing personal goals

4.55

0.84

4

Whether training realizes methods in line with the business plans

4.20

0.99

5

Active participation has contributed to positive commitment

4.42

0.79

Total

4.22

0.64

Table 8: Scaling the Level of Implementation of Training Programs in Line With Commitment

Description

Verbal Interpretation

Range

Scale

Feeling of highly committed to the organization

Strongly Agree

4.50-5.00

5

Employees feel committed to the firm

Agree

3.50-4.49

4

Employees having the same feelings towards the Company

Neutral

2.50-3.49

3

Staff feeling uncommitted to the firm

Disagree

1.50-2.49

2

Staff feeling uncommitted to the Company

Strongly Agree

1.00-1.49

1

4.2.5 Realizing the Level of Implementation of Training Programs regarding Efficiency

Table 9 shows the application level of training programs regarding efficiency from the respondents. The mean data after calculation was 4.44. The training enhances the relevant skills possessed by employees. Therefore, the organization should identify areas that need improvement to promote the implementation of sectors to increase efficiency.

Table 9: Level of Implementation of Training Programs concerning Efficiency

No

Description

Mean

Standard Deviation

1

Belonging to the organization due to proper training methods

4.58

0.76

2

I can complete work without waste

4.80

0.67

3

Implementation of training method by engaging staff

4.82

0.64

4

BDB enabled observation of time consciousness through training

4.30

0.93

5

The level of contribution was high during the training time

3.71

0.58

Total

4.44

0.72

Table 10: Scaling Implementation of Training Programs with Efficiency

Description

Verbal Interpretation

Mean

Standard Deviation

Makes employees to be highly efficient

Strongly Agree

4.50-5.00

5

The courses make employees efficient

Agree

3.50-4.49

4

Courses have no effect on staff

Neutral

2.50-3.49

3

Courses make employees inefficient

Disagree

1.50-2.49

2

Courses make staff highly inefficient

Strongly Agree

1.00-1.49

1

4.2.6 Realizing the Level of Implementation Training Programs regarding efficiency

Table 11 below indicates the level of implementation of training programs for effectiveness regarding the data collected from the respondents. The mean of information after calculation was 3.72. The influence of the application is less likely in the organizations. The plan is aimed at the problems faced by employees. Hence, the firm should spend a time to address issues affecting employees.

Table 11: Level of Implementation of Training Programs regarding Effectiveness

No

Description

Mean

Standard Deviation

1

Did you acquire new knowledge via training?

3.22

0.54

2

Is there a feeling of taking training in group adding value to the acquired skills?

3.70

0.58

3

Course prepares staff for managerial positions

3.65

0.69

4

Courses enhance accuracy and precision

3.62

0.83

5

Courses results to the right morals and positive attitude towards work

4.43

0.96

Total

3.72

0.72

Table 12: Scale of Level of Implementation of Training Programs in Line With Effectiveness

Description

Verbal Interpretation

Range

Scale

Training is highly effective and addresses all issues faced by employees

Strongly Agree

4.50-5.00

5

Courses are efficient and solve some issue faced by staff

Agree

3.50-4.49

4

Courses have slight effect and solve some issues

Neutral

2.50-3.49

3

Courses are ineffective and address only basic level of issues faced by employees

Disagree

1.50-2.49

2

Courses are highly ineffective and solve no issues faced by employees

Strongly Agree

1.00-1.49

1

4.3 Objective two: Understanding the Level of Employees’ Performance about Commitment, Efficiency, and Effectiveness

4.3.1 Correlation Analysis

It covers on the relationship between the variables via measuring the extent of which two sets of data relates. A Higher value indicates the high correlation between the set of data. In the case of 1 or -1 relationship, a perfect linear positive or negative correlation exists while a correlation of 0 indicates no association. Table 13 highlights on the inter-correlations among the involved variables about commitment, efficiency, and effectiveness. The analysis shows that training and employee work positively correlated regarding effectiveness (r= 0.782, p<0.01). Besides, training and the worker work were positively and highly correlated regarding efficiency (r= 0.683, p< 0.01). Nevertheless, the correlation between education and staff commitment was positively and highly (r=0.683, p< 0.01). Finally, the employee work efficiency proved to be the strongest relationship from the data obtained from the respondents, (r=8.13, p<0.01). The Company has an influence on the staff performance due to positive correlation.

Table 13: Level of Employee’s Performance in regarding Commitment, Efficiency, and Effectiveness

Correlations

EP

C1

E2

E3

Spearman's rho

EP

Correlation Coefficient

Sig. (2-tailed)

N

1.000

.

160

C1

Correlation Coefficient

Sig. (2-tailed)

N

.878**

.000

160

1.000

.

160

E2

Correlation Coefficient

Sig. (2-tailed)

N

.358**

.001

160

.813**

.000

160

1.000

.

160

E3

Correlation Coefficient

Sig. (2-tailed)

N

.264*

.013

160

.782**

.000

160

.682**

.000

160

1.000

.

160

Correspondence noteworthy at the 0.01 level (2-tailed)

Correspondence noteworthy at the 0.05 level (2-tailed)

• 4.4 Objective Three: Evaluating the Association between Effectiveness and Implementation of Training Programs with Employees Performance

Table 14 shows the connection between the effectiveness and implementation of training programs and the employee performance. The assessment indicates that adverse effect presented due to programs efficiency and positive effect because of commitment and efficacy.

Table 14: Relationship between Effectiveness and Implementation of Training Programs and Employees Performance

Correlations

LTPC

LTPE

LETPE

LI1

LITPTE

LI3

EP

Spearman's rho

LTPC

Correlation Coefficient

Sig. (2-tailed)

N

1.000

.

160

LTPE

Correlation Coefficient

Sig. (2-tailed)

N

-.532**

.000

160

1.000

.

160

LETPE

Correlation Coefficient

Sig. (2-tailed)

N

.845**

.000

160

-.535**

.000

160

1.000

.

160

LI1

Correlation Coefficient

Sig. (2-tailed)

N

.925**

.000

160

-.317*

.027

160

.845**

.000

160

1.000

.

160

LITPTE

Correlation Coefficient

Sig. (2-tailed)

N

.776**

.000

160

-.083

.562

160

.625**

.000

160

.813**

.000

160

1.000

.

160

LI3

Correlation Coefficient

Sig. (2-tailed)

N

.920**

.000

160

-.549**

.000

160

.716**

.000

160

.851**

.000

160

.754**

.000

160

1.000

.

160

EP

Correlation Coefficient

Sig. (2-tailed)

N

.043

.883

30

-.263

.364

30

.393

.165

30

-.266

.403

20

-.118

.715

30

-.205

.483

20

1.000

.

160

Correspondence considerable at the 0.01 level (2-tailed)

Correspondence substantial at the 0.05 level (2-tailed)