Impact of Employee Training on Organizational Performance
mohammad ali jinnah university | IMPACT OF EMPLOYEES TRAINING ON ORGANIZATIONAL PERFORMANCE | | | | | MS PROGRAM (SP-2013) Submitted to: Mr. Traiq Mehmood Submitted by: Jwaria Malik (sp13-ES-0020) |
INTRODUCTION
The research would explore the trends of employee training on organizational performance. I have tried level best to address those factors which could directly or indirectly, can affect the culture of the organization. It also sheds the light on the culture-performance literature. Factors would be related to training of the employees within the organizational performance. Trend of out sourcing training programs and trainers for conducting trainings would also be addressed during the discussion. Previous researches of creditable sources would also be taken as a guide line to precede the research work. Organizational culture can be viewed as the unique pattern of shared values, norms, attitudes, beliefs, rituals, socialization, expectations, and assumptions of the employees in the organization (Hellriegel, Jackson, Slocum, Staude, Amos, Klopper, Louw and Oosthuizen, 2004: 357; O’Reilly, Chatman and Caldwell, 1991: 491; Rowe et al., 1994: 472; Schein, 1992: 52). As such, organizational performance could be equated with the “personality” of the organization, depicting the manner in which employees behave when they are not being told what to do Hellriegel et al., 2004: 357). Organizational performance classifications have been developed in order to assist in the understanding and analysis of organizational performance and such frameworks include those by Deal and Kennedy (1982: 107-127); Harrison (1972: 121-123); Harison and Stokes (1992); Hellriegel et al. (2004: 365-368); Rowe et al. (1994: 474); and Schein (1992).
The ways employees behave with one another at workplace constitute the culture of that organization.
INTRODUCTION
The research would explore the trends of employee training on organizational performance. I have tried level best to address those factors which could directly or indirectly, can affect the culture of the organization. It also sheds the light on the culture-performance literature. Factors would be related to training of the employees within the organizational performance. Trend of out sourcing training programs and trainers for conducting trainings would also be addressed during the discussion. Previous researches of creditable sources would also be taken as a guide line to precede the research work. Organizational culture can be viewed as the unique pattern of shared values, norms, attitudes, beliefs, rituals, socialization, expectations, and assumptions of the employees in the organization (Hellriegel, Jackson, Slocum, Staude, Amos, Klopper, Louw and Oosthuizen, 2004: 357; O’Reilly, Chatman and Caldwell, 1991: 491; Rowe et al., 1994: 472; Schein, 1992: 52). As such, organizational performance could be equated with the “personality” of the organization, depicting the manner in which employees behave when they are not being told what to do Hellriegel et al., 2004: 357). Organizational performance classifications have been developed in order to assist in the understanding and analysis of organizational performance and such frameworks include those by Deal and Kennedy (1982: 107-127); Harrison (1972: 121-123); Harison and Stokes (1992); Hellriegel et al. (2004: 365-368); Rowe et al. (1994: 474); and Schein (1992).
The ways employees behave with one another at workplace constitute the culture of that organization.
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