Integrating Training & Development Programmes in HR Practices
A Case of Service Providing Organizations in Pakistan
Keywords:Employees’ performance , HR practices , Service-providing organizations , T&D programmes
This study attempted to explore the perception of employees regarding if integrating training and development programmes in HR practices increase the employees’ performance serving in service providing organizations in Pakistan subsequent to the identification of four Training & Development Programmes including New Hire Orientation, ‘Yes I Can’, Standard Operating Procedure, and Responsible Business Training Programme. HRM practices are perceived as significant elements in organizations to extract positive work behaviour of the employees leading the organizations towards innovation. Using quantitative research method, the data was collected using an adopted questionnaire from the employees currently serving in 25 purposively selected service-providing organizations in Pakistan. Subsequent to it, the gathered data was analysed through Statistical Package for the Social Sciences by employing both the descriptive and inferential analysis, using backward regression test. It was found that the serving providing organizations in Pakistan did not focus on the Training Programmes and thus majority of the employees are not aware of such programmes. It was also found that majority of employees were more concerned with the other perspectives of HR functions including employees information, reward and incentive, and growth opportunities rather the motivation and other training programmes.
Adesola, A. (2017). The Impact of Training and Development on Employee Performance in Radisson Blu Anchorage Hotel. A Project submitted in partial fulfillment of the requirements for the award of Master of Business Administration (MBA).
Akdere, M., & Schmidt, S. W. (2008). Employee Perceptions of Quality Management: Effects of Employee Orientation Training. Online Submission.
Anitha, R., & Kumar, M. A. (2016). A study on the impact of training on employee performance in private insurance sector, Coimbatore district. International Journal of Management Research and Reviews, 6(8), 1079.
Armstrong, M., & Baron, A. (2002). Strategic HRM: The key to improved business performance. CIPD Publishing.
Brown, J. (2007). Employee orientation: Keeping new employees on board. humanresources. about. com/library/weekly/nosearch/nuc042102a. htm, 20(02), 2014.
Chen, X. (2010). Suggestions on effective corporate new employee orientation program for human resource specialists. Online Journal for Workforce Education and Development, 4(3), 3.
Creswell, J. W., & Creswell, J. D. (2017). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications.
Ferraz, F. A. D., & Gallardo-Vazquez, D. (2016). Measurement tool to assess the relationship between corporate social responsibility, training practices and business performance. Journal of Cleaner Production, 129, 659-672.
Hinson, C. (2017). Improving Services at DSHR Through Process Workflow Management. South Carolina State Documents Depository.
Jennings, J. E., Dempsey, D., & James, A. E. (2018). Bifurcated HR practices in family firms: Insights from the normative-adaptive approach to stepfamilies. Human Resource Management Review, 28(1), 68-82.
Kadiresan, V., Selamat, M. H., Selladurai, S., Ramendran, C. S., & Mohamed, R. K. M. H. (2015). Performance appraisal and training and development of human resource management practices (HRM) on organizational commitment and turnover intention. Asian Social Science, 11(24), 162.
Khoreva, V., & Wechtler, H. (2018). HR practices and employee performance: the mediating role of well-being. Employee Relations.
Mohanraj, D., & Panchanatham, D. N. (2017). Effect of Training and Development Programmes on Self-Efficacy of Banking Professionals in Chennai City. International Journal of Management, 8(5).
Muteswa, R., & Ortlepp, K. (2011). Contributing factors to potential turnover in a sample of South African management-level employees. Acta Commercii, 11(1), 13-29.
Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2016). Human resource management: strategy and practice. Cengage AU.
Retention of a standard operating procedure under the influence of social stress and refresher training in a simulated process control task. Ergonomics, 62(3), 361-375.
Salanova, M., Llorens, S., & Schaufeli, W. B. (2011). “Yes, I can, I feel good, and I just do it!” On gain cycles and spirals of efficacy beliefs, affect, and engagement. Applied Psychology, 60(2), 255-285.
Sarpong-Nyavor, A. (2012). The Effect of Employee Orientation on Performance in the Ghana Education Service: A Case of the Greater Accra Region (Doctoral dissertation).
Sarwar, S., & Hussain, M. B. (2021). Why Professional Development Matters: A Case of College Teachers in Karachi. Academy of Education and Social Sciences Review, 1(1), 26-37.
Sharif, N., Ahmad, N., & Sarwar, S. (2019). Factors influencing career choices. IBT Journal of Business Studies, 15(1), 33-46.
Tan, C. L., & Nasurdin, A. M. (2011). Human resource management practices and organizational innovation: assessing the mediating role of knowledge management effectiveness. Electronic journal of knowledge management, 9(2), 155.
Trullen, J., Stirpe, L., Bonache, J., & Valverde, M. (2016). The HR department's contribution to line managers' effective implementation of HR practices. Human Resource Management Journal, 26(4), 449-470.
Tunio, G., Channa, N., & Pathan, S. K. (2016). Training Practices and their Effectiveness in Non-Government Organizations of Pakistan. International Research Journal of Arts & Humanities (IRJAH), 44(44).
Van Beurden, J., Van Veldhoven, M., & Van De Voorde, K. (2018, July). When are HR practices effective for job performance? The role of employee HR Effectiveness ratings. In Academy of Management Proceedings (Vol. 2018, No. 1, p. 14185). Briarcliff Manor, NY 10510: Academy of Management.
Zhao, X., & Namasivayam, K. (2009). Posttraining self-efficacy, job involvement, and training effectiveness in the hospitality industry. Journal of Human Resources in Hospitality & Tourism, 8(2), 137-152.
How to Cite
Copyright (c) 2020 Karachi University Business Research Journal
This work is licensed under a Creative Commons Attribution 4.0 International License.
Karachi University Business Research Journal (KUBRJ) published by:
Based on a work at https://kubrj.ku-br.com/index.php/KUBRJ