Impact of Training and Development on Employee’s Performance: A Case Study of Private Local Schools, District Nowshehra, KPK

Authors

  • Saqib Shahzad Abdul Wali Khan University, Mardan
  • Zunnoorain Khan City University of Science & IT, Peshawar
  • Muhammad Nauman Habib City University of Science & IT, Peshawar

Abstract

Training and development has been the phenomena related to organizations in different programs and activities and its objective to improve the performance of individual employee. This research study was aimed to identify the impact of training and development on employee’s performance. The research methodology was based on primary data that was collected through self administered questionnaires from teaching staff in private local schools in district Nowshehra, KPK. 250 question- naires were distributed among the teaching staff. 217 questionnaires were returned, whereas 8 improperly filled questionnaires were discarded and 209 properly filled questionnaires were included in the analysis of the study. From the results, it has been concluded that training and development was found to have significant impact on employees’ performance, hence hypothesis H1 was accepted.

Author Biographies

Saqib Shahzad, Abdul Wali Khan University, Mardan

PhD-Scholar, Institute of Management Sciences, Peshawar

Zunnoorain Khan, City University of Science & IT, Peshawar

Lecturer, PhD-Scholar, SZABIST, Islamabad

Muhammad Nauman Habib, City University of Science & IT, Peshawar

Assistant Professor, PhD-Scholar, Institute of Management Sciences, Peshawar

References

Cooney, M. & Danny (2002). Employee training, quality management and the performance of Australian and New Zealand manufacture. Faculty of Business and Economics, 34(102).

Edwards, S.T. (2005). Fire Service Personnel Management. Upper Saddle River, N. J: Pearson Prentice Hall.

Eriksson, T. & Ortega, J. (2004). The adoption of rotation: Testing the theories. Industrial & Labor Relations Review, 59(4), 653-666.

Gallie, D. & White, M. (1993). Employee Commitment and the Skills Revolution. London: Policy Studies Institute.

Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61, 20–52.

Paek, J., & Hawley, D. J. (2005). A Study of Training Program Characteristics and Training Effectiveness Among Receiving Services from External Training Providers. The Ohio State University.

Pfeffer, J. (1994). Competitive advantage through people. California Management Review, 9-28.

Ragins, B. R., Cotton, J. L., & Miller, J. S. (2000). Marginal mentoring: The effects of type of mentor, quality of relationship, and program design on work and career attitudes. Academy of Management Journal, 43(6), 1177-1194.

Rousseau, D. M. (1995). Psychological Contracts in Organizations: Understanding Written and Un-Written Agreements. Newbury Park, CA: Sage Publications.

Wallace, J. E. (1997). Becker’s side-bet theory of commitment revisited: Is it time for moratorium or a resurrection. Human Relations, 50, 727–749.

Wiener, Y. (1982). Commitment in organizations: A normative view. Academy of Management Review, 7, 418-428.

Yoon, J., Baker, M. R., & Ko, J. W. (1994). Interpersonal attachment and organizational commitment: Subgroup hypothesis revisited. Human Relations, 47, 184-194.

Downloads

Published

30.06.2016

Issue

Vol. 2 No. 01 (2016): Sarhad Journal of Management Sciences (SJMS)

Section

Articles

License

Submission of an original manuscript to the Journal will be taken to mean that it represents original work not previously published, that it is not being considered elsewhere for publication. And if accepted for publication, it will be published in print and online and it will not be published elsewhere.

The journal main policy reflects in its stance that the publication of scholarly research is exclusively meant to disseminate knowledge and not-for-purposes.

Copyright Statment

Sarhad Journal of Management Sciences is published by Sarhad University of Science and Information Technology Peshawar. This copyright statement entails that all contents (including text, tables, graphs, images, or any materials that is part and parcel of a research article submitted to the journal) belong to/ property of the person who owned it prior to submission this journal. Publication of the submitted article will not affect the ownership of copyright of the subject materials. SJMS and its users benefit from a general licence over all content submitted under a Creative Commons CC-BY licence over all content. However, content which is not part of the submitted article, is the property of SJMS. In a nutshell, the combination of all content on the SJMS website, the look and feel of the website, is the property of Sarhad University of Science and Information Technology Peshawar.

As an author or contributor, you grant permission to others to reproduce your articles, including any graphics and third-party materials supplied by you, in accordance with the SJMS Terms and Conditions. The licence granted to third parties over all contents of each article, including third-party elements, is a Creative Commons Attribution ("CC BY") licence. The current version is CC-BY, version 4.0 (http://creativecommons.org/licenses/by/4.0/), and the licence will automatically be updated as and when updated by the Creative Commons organisation.

You may include a requirement to reproduce copyright notices but you may not restrict the right to reproduce the entire article, including third-party graphics. This means that you must obtain any necessary third-party consents and permissions to reproduce third-party materials in your articles submitted to SJMS.

Copyright Statement updated September 13, 2022.