Thesis - Effects on Training on Job Satisfaction - Before cut

1、Examining effects of training on job satisfaction of NGO sector employees in Islamabad ByMuhammad Shafique KhanMaster of Science (MS) in Management SciencesSubmitted to Muhammad Ashfaq Khan Department of Management SciencesMohammad Ali Jinnah UniversityIslamabadTable of ContentsCHAPTER 13INTRODUCTIO

2、N31.1 Background of the Study31.2 Problem Identification51.3 Rationale of the Study71.4 Significance of the Study81.5 Problem Statement Research Questions101.6 Objectives of the Study101.7 Definition of Terms:11CHAPTER 213LITERATURE REVIEW AND THEORETICAL FRAMEWORK132.1 LITERATURE REVIEW132.2 Theore

3、tical Framework242.3 Development of Hypothesis:35CHAPTER 336METHODOLOGY363.1 Sample & Respondents:363.2 Instrument & Measure:363.3 Procedure:373.4 Extent of Researchers Interference:373.5 Data Analysis:38CHAPTER 439RESULTS AND DISCUSSION394.1 Results394.2 DISCUSSION95CHAPTER 595CONCLUSION AND RECOMM

4、ENDATIONS955.1 Conclusion965.2 Recommendations975.3 Limitations of the Study100CHAPTER 1INTRODUCTION1.1 Background of the StudyNon-Government Organizations (NGOs) in Pakistan have been existing since its independence in 1947. They generally work for rehabilitation as well as social welfare, and to s

5、erve the poor and marginalized people. The number of NGOs has remained static for some thirty years, but has mushroomed in 1980s and 1990s. From a macro-perspective, NGOs have a strong potential to improve and widen the space for Pakistani citizens to engage in the human and social development of th

6、e nation. There are five laws under which NGOs in Pakistan operate. The Societies Registration Act of 1860 pertains to professional, cultural and educational bodies. The Trust Act of 1882 provides legal cover for private acts of public charity. Many NGOs are registered under Cooperative Societies Ac

7、t of 1952. The Voluntary Social Welfare Agencies Ordinance was promulgated in 1961 to regulate and assist the development of NGOs undertaking welfare activities. The Companies Ordinance of 1984 allows NGOs to set themselves up as non-profit companies (Asian Development Bank, 1999). NGOs have played

8、a distinguished role in creating awareness of issues human and legal rights, women in development, and overpopulation. By showing their ability to succeed where government has had difficulties, NGOs have helped change national perceptions and policies concerning sustainable development (Asian Develo

9、pment Bank, 1999). In recent years, NGOs have become increasingly important player in designing and delivering community based programs. The credit goes to NGO professionals who devote their lives for this cause. Like other sectors, the employees in NGO sector have emotions and expectations. They co

10、nstantly seek for satisfaction with job in order to show higher productivity. High staff turnover and poor performance have been persistent issues for both international and local non government organizations (NGOs). This is mainly because the employees are less satisfied with their jobs. The issues

11、 have often been connected to the difficulties in motivating staff and volunteers. Financial and non-financial constraints in NGOs including multi-cultural environments in many of those made the situation more complex and hard to tackle. People In Aid, therefore, commissioned research to look at way

12、s in which these organizations can and do motivate their staff and volunteers to retain. The factors responsible for low employee motivation and high turnover, as revealed through the research, are low salary, restructuring and job insecurity, increased employment opportunities elsewhere, issues of

13、personal safety and security, lack of respect and appreciation, under employment, lack of development opportunities, work culture within the workplace and non alignment of values (People In Aid, 2007).Employee satisfaction has become one of the most attentions-demanding concerns of the managers, dec

14、ision makers and employers world over. This is predominantly because of the significant influence of employees satisfaction on their performance. Literature shows that the employees who are satisfied with their jobs perform noticeably better than those who are unsatisfied. There is a wide range of d

15、riving forces of job satisfaction; employee training is one of them. Glance et al. (1997) stressed that training enhances the commitment of employee with the organization. Training deals with the efforts made to bring improvement in the performance of employees. Organizations invest much of its capi

16、tal on training (Jones et al., 2008) studied the association of training, job satisfaction and workplace performance. Results of a 2000 survey of 271 network professionals conducted by Lucent Care showed that the most important factor in job satisfaction was the opportunity to learn new skills (Blum

17、 & Kaplan, 2000). A survey of one thousand employees of Xeroxs European Business Service Centre found training and education were key priorities for staff (Pischke, 2001). Likewise, a 2000 Computerworld survey of 575 IT professionals found that dissatisfied employees attributed their job dissatisfac

18、tion in part to inability to get the training they wanted (Melymuka, 2000). A study of nurses in the United Kingdom found that dissatisfaction with promotion and training opportunities had a stronger impact on job satisfaction than workload or pay (Shields & Ward, 2001).Training deals with the effor

19、ts make to bring improvement in the performance of employees. Organizations invest much of its capital on training (Jones et al., 2008) studied the association of training, job satisfaction and workplace performance. He added that training is positively associated with the employee job satisfaction

20、while employee job satisfaction is further having relationship with the measures of performance. He explained that the direct relationship between training and performance depends on the factors of training and performance used in the analysis.Satisfaction with training and development is a major fa

21、ctor in decisions regarding peoples careers (Violino, 2001). It is a factor that prospective employees evaluate in the job-hunting process. It is cited in surveys as to why workers accept or decline jobs with certain employers and why employees leave one employer for another. A sample of workplace s

22、urveys shows the importance of workplace training from a variety of perspectives. Violinos (2001) North America Employment Review survey of twenty-six hundred American and Canadian employees found that 80 percent of respondents said receiving training that increases their skills and abilities was a

23、key component of what they looked for in jobs (“What Drives,” 2001). A 2001 Network Computing survey of fourteen hundred information technology (IT) professionals found that IT employees felt educational and training opportunities were critical in their job (Violino, 2001). The present study was und

24、ertaken to investigate the relationship of training with job satisfaction of the employees working in various Non-Government Organizations (NGOs) of Pakistan. The study also ascertained the effectiveness of employee training programs being implemented for equipping employees with modern skills. 1.2

25、Problem IdentificationThe importance of training has grown in last few years because of rapid growth in the management practices, and increasing demands of the employee job. Thus training is the best solution to improve employees understanding and let them know how to use the specific skills. Traini

26、ng can also be of general in nature which enhances employees skills to cope with the common problems. There are few factors which have strong impact on the output of training. Therefore it is necessary to address those critical issues before managing training programs and investing huge sum on the e

27、mployees development. Employee training persistently contributes to the increase in capital stock which is available in the economy (Baldwin & Johnson, 1995).Bo Hansson (2009) is of the view there are only two options to continue with high profits and higher wages in the developed nations: escalatin

28、g the skill levels of individuals or developing superior skills for managing those skills and “human capital” more broadly. This point is highly taken by the employers as they replied to these new phenomena by enhancing the wages for workers with more skills, capabilities and by increasing their uti

29、lization of downsizing and other techniques intended to down the labor costs.Training, work place performance and employee job satisfaction has positive relationship (Jones et al., 2008). While training is positively associated with the employee job satisfaction and employee job satisfaction is furt

30、her having relationship with the measures of performance. The explanation of the direct relationship between training and performance depends on the factors of training and performance used in the analysis. Baldwin (1999) studied the training strategies of the different companies. He came with concl

31、usion that the required skills capabilities depends on industry where employee is working. Training brings the change in employee attitude which is consistent (Rowden, 2003). It is one of the means of improving the manpower utilization and helps the potential raise in the employee job satisfaction.

32、However it also needs employees should be given opportunity to grow in the professional environment, where they are provided latest tools, experience trainer and proper on the job and off the job training. Trend of training and development receives more attention of Non-Government Organizations (NGO

33、s) sector than any other sector because most of the practitioners belong to society where they have not received any professional education. Although, NGOs are focusing on the building capacity of its employees yet great commitment is required to promote the man power capabilities and potential by p

34、roviding the training as per the demand of the market. One thing missing in these trainings is evaluating effectiveness of these trainings. There is dire need to evaluate the trainings so that effectiveness could be measured. The present study was particularly aimed at ascertaining effects on traini

35、ngs on employee satisfaction. 1.3 Rationale of the StudyConsiderable research studies have been conducted on organizational commitment, satisfaction, coaching, and employee development as individual or organizational outcomes. However, very little research has been done on the relationship between e

36、mployees satisfaction with employee development and coaching (Tansky & Cohen, 2001). Rowden & Conine (2003) also recommended additional research to further understand this apparently powerful link between workplace learning and job satisfaction. If this powerful link continues to surface in other se

37、ctors and larger companies, managers concerned with the level of job satisfaction among their employees may want to encourage more learning opportunities in the workplace. Hollenbeck (1996) has discussed sensitive issue that whether the training should be given to employees to develop their basic sk

38、ills. Most of the literature in this area has focused on the impact of education and skills on job satisfaction rather than the effect of training as such. One exception is Siebern-Thomas (2005) who analyzing 13 countries in the European Community Household Panel (ECHP) 1994-2001, found that job sat

39、isfaction tended to be higher where there was access to workplace training.The reason for undertaking this study was that a little research has addressed this field particularly in NGO sector. Thus, along with generating a body of knowledge for practitioners, the study will also be a great contribut

40、ion to the management research. 1.4 Significance of the StudyTraining and development has been the area of interest of the scholars for long time. Researcher has investigated much in this context. However there is still enough room for the researchers to investigate about. Employee training persiste

41、ntly contributes to the increase in capital stock which is available in the economy (Baldwin & Johnson, 1995). The designing of the modules of training, quality of trainer and learners potential and preferences in learning styles are important factors which affect the output of the training process.

42、 Thus it is necessary to handle the overall training program with care and scientifically design the courses, select the best trainer among the available and opt the learners favorite learning style. This study investigates the factors effecting the training session i.e. course design, quality of tr

43、ainer and learners experience. Thus, it addresses the key elements which affect the output of the investment on employees training. The focus of the study is to find solution of the problems been faced by trainees during training session. It is endeavored to assess the factors which affects the trai

44、ning process. The importance of training determinants is studied to measure the affect on outcome of training programs. Valuable assessment is intended to make for seeking solution for providing the best possible environment to the trainees by identifying the factors of hindrance. It may provide bas

45、e for conduction of effective training programs. The findings of the study shows that there is positive relationship between training and development and employee job satisfaction while trainer quality , course design and learning experience have positive association with training and development. T

46、hus the training and development of the employees should be imparted with having special consideration on its determinants so that employee job satisfaction can be achieved. 1.5 Problem Statement In this study, we are concerned with investigating the relationship of employee training with their job

47、satisfaction. The study tested the following variables; (1) employee training, and (2) job satisfaction. Literature hints that employee training has significant impact on job satisfaction but there is need to investigate nature of this relationship and its fruitfulness. However, we still find an unm

48、et need to test job satisfaction and facets that are influenced by trainings and how. 1.6 Research QuestionsThrough undertaking the present study, the following research questions were answered: (1) What is the relationship between employee training and jobs satisfaction?(2) What is nature and exten

49、t of relationship between employee training and jobs satisfaction? 1.7 Objectives of the StudyThe study was mainly designed to test its variables. However, the following objectives were envisaged for this study: To ascertain the effects of employee training on their job satisfaction To assess the na

50、ture and extent of the relationship of employee training and job satisfaction To identify the relevancy and perceived value of employee trainings facets that play an important role in making a training successful To generate a body of the knowledge for policy makers and decision makers about how the

51、y can best use trainings 1.8 Definition of Terms:Training: Landy (1985) defined job training as “a set of planned activities on the part of an organization to increase the job knowledge and skills or to modify the attitudes and social behavior of its members in ways consistent with the goals of the

52、organization and the requirements of the job”. An instructor-led content based intervention leading to the desired changes in behavior (Martyn & John, 2006).Trainers Quality: The presentational skills of the presenter, atmosphere created and knowledge about the topic constitute trainers quality (Jen

53、ny, 2006).Training Design: Each course included information input and certain practical skills which needed to be acquired.Learners Experience: It addresses the issue of change in learners behavior after been trained. Employee Job Satisfaction: Job satisfaction is defined as “how people feel about t

54、heir jobs and different aspects of their jobs. It is the extent to which people like or dislike their jobs” (Jenny, 2006).CHAPTER 2LITERATURE REVIEW AND THEORETICAL FRAMEWORK 2.1 LITERATURE REVIEWOrganizations invest much of its capital on the training and development of its employees. It makes the

55、case sensitive to investigate whether training is giving benefit to the trainees and to what extent training process could be improved. Training not only enhances the performance of the employees but also helps them to motivate and developed undergoing relationship with the organization. Stephen & B

56、owley (2007) studied the training impact on the employee job satisfaction. In study, they linked training with the employees productivity which would lead towards employee as well customer satisfaction. Baldwin & Johnson (1995) described that if employees are trained at low level it would increase t

57、heir tendency towards leaving the organization, while high level training increases the employee satisfaction and focuses him/her to stay in the organization (Choo & Bowley, 2007). Beside the provision of training it also matters that who is imparting the training, frequency of the training and do t

58、he objectives of training are achieved or not (Choo & Bowley, 2007). Stephen & Bowley (2007) focused on the evaluation of training process for its productivity and achieve the return on investment. The trainers quality is also emphasized. Its one among the critical factors which affects the training productiveness. Thus directly play its role in the return on investment (Choo & Bowley, 2007). The way course is designed and the selection of trainer decides about the success and failure of the training. Baldwin & Johnson (1995) stated that companies conduct training for three purposes which a