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Chapter 1: Introduction

The training and development of employees within organizations is now

measured an important factor in maintaining competitiveness in the global level. It is also

important within the human resource management (HRM) and development (HR)

literature. !"tudies in several countries have found that smaller businesses are

considerably less li#ely to provide formal training and development (T$) for their

employees than larger businesses% ("torey& '). In *a#istan the telecom sector is

included among the larger businesses and also add a lot in the economy of the *a#istan.

Telecom sector also plans and delivered different training and development programs for

enhancing the effectiveness and efficiency of their employees. "etting performance

standards provide and observe feedbac# and conduct appraisals ma#e you able to achieve

the best supervision of employee performance. !There is a positive relationship between

HR practices and employee performance.%(+right et al.& ',). !-mployee performance

may be ta#en in the viewpoint of three factors which ma#es probable to perform better

than others determinants of performance may be such as declarative #nowledge&

procedural #nowledge and motivation (Mc/loy et al.& 011). Incentive programs provide

an effective remedy to address employee motivation. !It is also worth noting Romano2s

(0113) report of the 4merican /ompensation.

4ssociation2s attempts to develop the !perfect% incentive program. They pro5ected

to achieve this through ac#nowledging 6uantitative and 6ualitative indicators of

performance& compared with other organizations& determining specific incentive pay&

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developing caps& satisfying employees who come close and rewarding everyone e6ually.

The importance of ade6uate communication of the plan by company e7ecutives is also

reinforced.%The wor#ing environment is a #ey factor for the employees because where

they spent their time and wants their environment comfortable and friendly.

1.1 Background

The terms !training%& !development%& !education% and !learning% are identical to

some (Hales& 0138 Reid and 9arrington& 011& Harrison& 011,) and not to others.

Training is defined as !a planned and systematic effort to modify or develop #nowledge&

s#ills and attitudes through learning e7periences& to achieve effective performance in an

activity or a range of activities

(Reid et al& 011). :an +art et al. (011,) suggest that training is application

driven and aims to impart s#ills that are useful immediately in particular situations.

*edlar (011;) defines development as ma#ing the most that one can out of opportunities

in both the outer and inner sphere. 9aum (011;) characterizes development as a process

which can ta#e place at any time and is not constrained by formal parameters or at

specified points within an individual2s life cycle.

Today& organizational climate can be defined as perceptions attributed to the wor#

environment (Rousseau& 0133) which is used primarily as a framewor# to understand

how employees e7perience their wor# environment and is distinct from employee

satisfaction. ("chneider and "nyder 01


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The idea of detailed& countable rewards for computable increments in

performance is the gold standard of incentive compatibility. !/ommon enterprises seem

to provide their wor#ers a specific mi7 of incentives& conceived as e7trinsic non=wage

incentives (e.g.& training& a positive wor# environment& career& etc.) and intrinsic

resources (e.g.& involvement& self=esteem& social recognition& social usefulness& etc.).%

(9orzaga and epedri& '3)

1.2 Specific overview

-mployee Training and evelopment is one of the most important functions of

Human Resource Management. !-mployee training and development means to develop

the abilities of an individual employee and the organization as a whole so hence

employee training development consists of individual or employee and overall growth of

the employee as when employees of the organization would develop the organization& the

organization would be more flourished and the employee performance would increase

(-lena *. ').%

Telecom sector2s the one of the growing industry in *a#istan and there is intense

competition in this sector nowadays. This sector has less s#illed employees and in order

to compete with the other competitors it has to produce more highly s#illed employees

for which training and development is important. This sector has revealed incredible

performance can be credited to its use of #nowledge and technology which made

telecom sector possible by its uni6ue advantage and innovative Human Resource

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practices !>ne of a source of competitive advantage for any business is its human

resources (9ec#er $Huselid& 0113).%

1.3 Importance of the study

The ma5or reason of this study is to observe the impact of various factors on the

employee training and development and suggest what measures can be adopted to

produce highly s#illed employees.

1.4 esearch !uestion

The research 6uestion is? !+hat are the impact of training and development on

the employee2s performance in Telecom "ector%.

1." #ypothesis

#1: There is a relationship between -mployee training $ development and employee2s

performance.

1.$ %urpose&'()ective

The main ob5ective is to determine !The impact of training and development on

employee performance in Telecom "ector%.

1.*: +imitation

There is different limitation for training and development& different constrain of

time and cost& comprehensive study was not possible and the employees in (@*@) were

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very limited. +e measure only the impact of one variable& there many other variable that

affect the productivity of the organization.

1., Scheme of the report

/hapter one includes the introduction of the problem narrating the bac#ground&

specific overview& the importance of the study& research 6uestionnaire& hypothesis&

ob5ective of the study and limitation. /hapter two includes the review of literature

available on the topic. /hapter three e7plains the methodology of the research. /hapter

four will be consisting of analysis the last chapter is based on conclusions and

recommendations.

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Chapter 2: +iterature eview

Ao (',) shows that the association between the company2s tactic and its

learning capabilities. Brom the chemical industry 000 samples were ta#en. Regression

analysis was used as a techni6ue. !This paper has analyzed training practices in an

isolated way i.e. without ta#ing into an account the mutual relationship between training

and other practices of human resources management.%

@auffeld ('1) investigate the effect of spaced practice on training transfer.

"elect a sample of 8 ban# employees. Hypo testing is used to get the results. Research

concludes that it is necessary to identify the factors success of the process of training and

to provide direction for training design.

@athiravan ('8) there are two purposes of the research in 6uality improvement

oriented training and education program and its financial accounting of the system. >ne

is the feasibility of designing and performance evaluation system. 4nd second is the

implementation in the real time environment. The mil# manufacturing company selected

as a sample for test. The 6uestionnaire was used to collect validity and financial

accounting system was used as a techni6ue to evaluate validity.

Tao ('8) research tells us about how we can impress training needs

measurement process through the internet and how we can improve the usefulness of the

HR recourse function. Two phase operation test& one phase consist of the e7perience

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managers and then interview with the selected HR managers. Cuestioner selects to

evaluate. !HR managers from both phases of validation demonstrated positive acceptance

of both the needs assessment model and the process improvement generated from the

web based system.%

Dr (0113) complete with the help of con5unction of ,8 feedbac#s. 8 managers of

employee by private company& '< of the investigations group and'8 in the control group

managers. The 6uestionnaire was used for evaluation. !The results of the study indicate

partially that training enhanced the effectiveness of the ,8 feedbac# in the development

of managerial s#ills.%

+illson ('1) conducted research about different obstacles to training and

development in different hospitals. The 6uestionnaire was distributed among 00

members of staff and


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Huselid (011;) "tudy that by adopting best practices in selection& inflow of best

6uality of s#ill will add value to the s#ills of the employee of the institute. He also tells us

that how much training is important& he too# it as an accompaniment of collection

practices through which the organizational culture and performance of employee help to

produce encouraging results. He included how we increase efficiency and effectiveness

as ingredients of performance apart from productivity and competitiveness. "he further

argued through training we develop #nowledge and s#ills as a means of increasing

individual2s performance.

/ollins (';) study found that an HR practice has an effective impact on

employee outcomes more e7tensively. >n the sub5ect of Impact of HR practice of

managerial performance in *a#istan. His findings were encouraging of our hypothesis

that HR practice system boost >rganizational presentation through employee outcomes.

*atterson et al (011


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learning along with the Islamic principles and forms of training and development. (Hassi&

Dournal >f Management development& '0').

4lan /oerzer ('0') processes regarding employee contact to training and

development. ata is collected through the interview. The result is that the decision ta#ers

did not give concentration to evaluating their decisions and effectiveness of structured

training and development events. How the /hinese mangers identify and ta#e action to

training and management development programmed have been planned and delivered by

the +estern e7perts. ata is collected from the interviews of the senior /hinese managers

and officials involve in FE* for the training of /hinese managers. The conclusion was

found out that there is a space between the /hinese managers could do and pro5ected to

do to contribute in the /hina2s economic reform process and also inside and outside

training and settlements with +estern e7perts. (9ranine& ';)

The organization has done Cuantitative analysis to ensure that training is

effective. This study to find out the usefulness of management training when finished in

combination with ,8 feedbac#s. ata is collected from the Cuestionnaire. The result of

the study shows that training improved the effectiveness of the ,8 feedbac#. There is

failure to measure the actual result of changes in presentation in the mangers as part of

the pre=post assessment. (Bran# "hipper& 0113)

/arol 4. Mc@een (011) both researchers focal points their attention on women2s

career progress. "ome barriers women face in their career. ata is collected through

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Cuestionnaire. The e7ecutive and specialized women in this sample are highly

participated in training and development activities. This implication is also useful for men

as well. 4lso studies e7plain the important role of developing relationships between

mentor and sponsors.

>dini (0111) research on GTraining and development of s#ills in a changing

information environmentG& he was interested to find the importance of training and

development in the emerging mar#et with greater information need. He has the view that

people have the necessary s#ills according to the changing environment to bitterly

respond. Moreover he suggests that all employers should e6uip their employees with new

and up=to=date s#ills and should give them trainings to motivate them and improve their

efficiency according to the changing environment.

Mindell (011;) e7amined the importance of !evolving training and development

to line managers%& he was the view that organization having the responsibility of s#ill and

development with line manager have improved performance. Burther he suggests the

channels through which training and development respect to the line manager. He also

suggests some of the problems when the T$ response is with the line manager.

"weeney (011) the concepts of education& training& learning and development

were discovered. The development of these concepts was discussed with respect to HRM

and development. He further gave an analysis of how these concepts may influence the

meaning given to these concepts in an organizational conte7t. He concluded that it was

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perhaps more suitable to view training& development and education as an incorporated

whole with the concept of learning as the attach which holds them together.

E.Aaravan (011


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ancaster ('0') conduct a research on the managerial behavior while training

their employees& the results suggested what supervisors did preceding to& during and later

than course attendance was critical to training transfer. "upportive behaviors prior to the

course included motivating& hopeful and situation e7pectations. Meetings detained after

the course provided the best chance to support the transfer.

epedri ('0') showed that the wor#ers were influenced by the consideration

for the individual and the organizational factors& the most relevant factors influencing

organizational dimensions and distributive fairness there are also monetary and non=

monetary incentives are important.

The research shows that if there was a good environment in the organization has a

very good impact on the employee performance. >rganizational systems have a very

good impact on the employee. If the employee #nown about all the policies it has a better

effect on the performance of the employee. (9oselie& '')

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Chapter 3: -ethodoogy

3.1 esearch /esign

4 cross=sectional survey was conducted to determine !The impact of training and

development on employee performance in Telecom "ector. The study was completed

based on both descriptive and 6uantitative methods and its main focus was on primary

data sources.

3.2 /ata source

4 6uestionnaire was used for collecting the data from different employs of

Telecom "ector in (@*@).

3.3 0ype of esearch

The research was conducted to find out !what is the impact of the training and

development on employee performance in telecom sector%. The independent variable will

be training and development and the dependent variables will be employee performance.

3.4 #ypothesis

H0? -mployee training and development significantly related to employee2s performance.

3." Sampe techniue and Sampe Sie

The sample size was 0' and the sample techni6ue used was a random sampling.

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3.$ /ata type

The data type used for this research was primary data.

3.$.1 %rimary /ata

ata ta#en was primary data and collected with the help of Cuestionnaire from

different employees in the telecom sector.

3.* esearch aria(es

3.*.1 mpoyee %erformance 5dependent6

!-mployee *erformance includes activities to ensure that goals are consistently being

met in an effective and efficient manner%.

Bour 6uestions were used to measure -mployee *erformance variable. The results were

obtained on the i#ert scale scale of 0=;. (0? "trongly disagree& '? isagree& ,? Eeutral& ?

4gree& ;? "trongly 4gree).

3.*.2 0raining and /eveopment 5independent6

!>rganizedactivityaimed at imparting informationandor instructions to improvethe

recipientJsperformance to help him or her attain a re6uiredlevelof #nowledgeors#ill%.

-ight 6uestions were used to measure Training and development variable. The results

were obtained on the i#ert scale scale of 0=;. (0? "trongly disagree& '? isagree& ,?

Eeutral& ? 4gree& ;? "trongly 4gree)

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3., 0heoretica 7ramework

Independent aria(e /ependent aria(e

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Chapter 4:8naysis

0a(e 1

-ode Summary(

Model R R "6uare

4d5usted R

"6uare

"td. -rror of

the -stimate

urbin=

+atson

0 .,10a .0;, .08 .


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Table , shows that 9eta show the slope which means that 0 unit change in the

independent variable there will also be changes in the dependent variable of 0 unit. In this

table beta value of employee performance..,10 which means that there will also the

change occur in training and development of with the same proportions.

Chapter ": Concusion

The research was conducted to find the relation between training and

development and incentives& employee performance and wor#ing condition& the research

6uestion was to find out the impact. That there was relationship occur between them or

not. 4fter the analysis it was concluded that our model is fit and significant and there is

zero autocorrelation in the data& and there significant value was less than ; K which

means that we accept our alternative hypothesis i.e. there was impact of incentives&

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employee performance and wor#ing condition on training and development.

".1 ecommendations

Bor employees motivation they should give them incentives to boost their

performance.

They should give both intrinsic and e7trinsic incentives to the employees.

Improve further wor#ing conditions.

*rovides facilities to the employees according to their needs that improve their

performance.

eferences

4lan /oerzer& D. R. ('0'). ecision ma#ing regarding access to training and

development in medium=sized enterprises. 4n e7ploratory study using the /ritical

Incident Tecgni6ue & '8=


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/arol 4.Mc@een& R. D. (011). Dournal of Management evelopment. Training and

evelopment 4ctivities and /areer "uccess of Managerial and *rofessional

+omen & ;,=8,.

depedri& s. ('0'). Incentives& 5ob satisfaction and performance. -mpirical -vidence in

Italian "ocial -nterprises & 0'=0.

Bran# "hipper& R. T. (0113). Dournal >f Managerial *sycology. 4 study of the impact of

training in a management development program based on ,8 feedbac#s &


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E. Aaravan& T. (011dini& /. (E.d.).

>dini& /. (0111). ibrary Management. Training and evelopment of s#ills in a changing

information environment & 0=0.

>dini& /. (0111). ibrary Management. Training and development of s#ills in a changing

information environment & 0=0.

"weeney& *. (011). Dournal of -uropean Industrial Training. "upervisory Training and

evelopment? Tha Fse of earning /ontracts & 0


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8nneure 8: !uestionnaire

0raining and /eveopment in 0eecom Sector.

Introduction:

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. This survey is conducted purely for academic purposes and the ob5ective of the study is

to determine !The effect of training and development on the employees2 of Telecom

"ector%. our cooperation in completing this would be greatly appreciated. *lease do put

your name on the 6uestionnaire as all the responses will be #ept confidential.

Eame (>ptional)? NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNN

>rganization name? NNNNNNNNNNNNNNNNNNNNNNNNNN

*osition evel? NNNNNNNNNNNNNNNN

C0?4geNNNNNNNNNNNNNNNNNNNNNNNNN

' = ,

,0 =

0 =;

4bove ;

C'? Aender NNNNNNNNNNNNNNNNNNNNNN

Bemale

Male

C,? -ducation NNNNNNNNNNNNNNNNNNNNN

-lementary

High school

/ollege

Araduate

Master

C;? +or#ing e7perience in yearsNNNNNNNNNNNNNNNNNNNNNNNN.

ess than 0 year

0 to , years

to 8 years

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More than8 years

C8? 4re you satisfied from the wor#ing environment in the organizationL

es Eo

C


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>ther NNNNNNNNNNNNNNNNNNNNNNNNN

C00? o you have a process for assessing the organization2s training needs and

individual2s development needsL

es& by human resource department

es & by outside consultants

es& by each department head

Eo

C0'? why do you feel the need for a training and development programL

Bor the better prospect

To evaluate other streams in which you can test your s#ill

Bor more challenging office duties

4ll of the above

C0,? 4re you satisfied with your current 5ob and current positionL

es

Eo

C0? If you are not satisfied what are the reasonL

Dob burden

"alary

>ther please specifyNNNNNNNNNNNNNNNNNNNNNNNNNNN

C0;? o you receive any bonus or incentive programsL

es

Eo

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C08? @indly provide your consent level for the following 6uestions about 0 to ; i#ert

scale by considering the following rates 0 "trong isagree& ' isagree& , Eeutral&

4gree& ; "trongly 4gree.

1 2 3 4 "

Training helps in increasing productivity of employees to achieve

organizational goalsL

The culture and emotional climate of the organization is generally

positive and supportiveL

ou feel Training inspire you and increase your abilitiesL

There is a well=designed and widely shared training policy in the

companyLThe 6uality of training programs in your organization is e7cellentL

Training of wor#ers gives ade6uate important in your organizationL

Training is periodically evaluated and improvedL

The training programs of sufficient durationL

1 2 3 4 "

The *roduction rates in my 5ob are satisfactoryL

My good relationship with my co=wor#ers helps enhance my

performanceLIJm able to perform better when IJm not being stressed by wor#

overloadL

I li#e my 5ob that2s why I am able to perform wellL

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