Query: influence of training need assessment on employee performance

title: The Influence of Organizational Culture, Training and Communication toward Employee Performance in PT Multi
abstract: Employees are assets or assets owned by the company to advance its business. The company needs employees who are potential and have good performance. Efforts to improve performance in employees are very important. This is due to the company's success in achieving its goals greatly influenced by the performance of its employees. Therefore, companies need to take actions that support performance improvement such as providing education and training to employees, implementing good organizational culture, and establishing good communication within the company. Employee performance appraisal at PT. Multi Jaya Samudera is conducted semiannually, where the first semester assessment starts from January to June while the second semester assessment starts from July to December. The performance appraisal involves three parties, namely the employee itself, his direct supervisor and the leadership in his Department Division. The results of employee performance appraisal in semester two of 2018 and semester one of 2019 can be seen in table 1.

title: The Nexus of Training, Employee Commitment and Employee Performance in Nepalese Commercial Banking Sector
abstract: This research attempts to measure the nexus of training, employee commitment, and employee performance in the Nepalese commercial banking sector. Descriptive and causal research design is used to achieve the objectives of the research. Structured questionnaires were made, and the survey was done to collect primary cross sectional data. Employees of the commercial banks in Kathmandu Valley who have been involved in the training program at least one time are included in the survey. Judgmental sampling was taken. This research confirmed that the training need assessment, mode of training, and training feedback significantly influence employee commitment, and employee commitment influences employee performance in commercial banks. So, bank managers must accept the nexus of training in employee commitment and employee performance.

title: Analisis Kebutuhan Pelatihan Karyawan Divisi Perbengkelan di Perusahaan Komponen Otomotif Bahan Karet
abstract: OBK is the company's acquisition in 2013. This acquisition led to a change in the managerial rank that influence new policies were implemented company. New policy of employee development as an effort to increase the performance of the company. This study aimed to analyze the perception of Workshop division employee of accomplished trainings at OBK Company and their improved performance after the training. This study analyze the relationship between the respondents perceptions towards accomplished training activities and the perceptions towards performance after the training. The perception data were processed using an average test score, the correlation using Pearson's rank test and training Need Assessment Tool (TNA T) to analyze the employee training needed. The results showed that the perception of production and PPIC subdivisions are satisfied with the training organized by the company and the perception of Maintenance and QC subdivision are quite satisfied. Perception on the improved performance of Production, QC and PPIC subdivisions after the training is increased on the average. Meanwhile the performance of Maintenance subdivision is enough. The relationship between the variables of training and improved performance in Production, PPIC, QC and Maintenance subdivision has a positive direction. This shows that the higher the perception of the training, the higher the perception of improved performance. A strong and significant relationship between training and improved performance are on Production, QC and PPIC subdivisions. Respondent perceptions on these subdivisions are high on the average. On the Maintenance subdivision, the relationship is low and not significant between training and performance. Low relationship is assumed to occur because the assessments of respondents tend to vary on the training variable. The result of TNA tools that training is required by all respondents but not urgent.

title: Employee development model and an assessment on the perspectives of work behavior, motivation, and performance
abstract: This study aims to reveal the effect of employee development on work behavior and work motivation and its impact on employee performance. This research uses surveys and verification methods. The sample used is 240 units. Data analysis using the Structural Equation Model. The results showed that: employee development influences employee performance, work behavior, and work motivation; Work Behavior affects employee performance; Work motivation affects employee performance; Employee Development influences employee performance through work behavior and works motivation; Work motivation affects employee performance through work behavior. The Study recommend that the need for employee development planning by synchronizing and synergizing the policies of the Regional Government, the Provincial Government and the Central Government which are supported by budget allocations, and compilation of education and training guidelines, job competency standards, career patterns, study permits/assignments, strengthening the employee supervision team, and the development of a comprehensive Staffing Application System

title: THE INFLUENCE OF STRATEGIC TRAINING ON EMPLOYEE PERFORMANCE IN THE PUBLIC SECTOR IN KENYA: A CASE STUDY OF THE KENYA COPYRIGHT BOARD
abstract: The motive of this study was to establish the Influence of Strategic Training on Employee Performance in the Public Sector in Kenya; the case of KECOBO.  This study employed a descriptive survey design. The population of the study were all (42) officers currently serving at the Kenya copyright Board; a Public Service agency responsible for administration and protection of copyright and related rights in Kenya. The study did not use a sample. The respondents who responded to the questionnaire were 36 who included a combination of managers and non managers. For the analysis to be effective, the entire population was used. Primary data was collected using questionnaires which were pretested for reliability and validity to determine it suitability for use in the study. Cross tabulation and Analysis of Variance was employed to test for significance in differences on various responses. Analysis of the Quantitative data collected was done using SPSS (Version 22) Quantitative data was analysed using descriptive and inferential statistics and results presented using charts and tables.  The study shows that strategic training has a positive influence on the ability of the employee to perform given tasks. It has shown that staff trainings at KECOBO is not fully dependent on the employee needs but on the organisation needs. Through need based, competence and demand driven training, employees are equipped with the necessary skills to take on important tasks and they work efficiently and are personally responsible for their job outcomes. The study also reveals that after receiving training based on the employee and organisation needs, there is improved work commitment, productivity and teamwork. Unique Contribution to Theory, Policy and Practice: The study recommended that the various schemes of service for different cadres of staff in the public sector should be reviewed to conform to the current job demands and, periodic training impact assessment undertaken across the public sector to confirm the reliability and sustainability of established training programmes.

title: Training and Development Techniques and Employee Performance in the Ministry of Labour and Social Protection, Nairobi City County, Kenya
abstract: Employees are major assets of any organization. The active role they play towards a company's success cannot be underestimated. As a result, equipping these unique assets through effective training becomes imperative in order to maximize the job performance. Despite the fact that training and development is well planned and systematic in the ministry of labour and social protection it still have issues of employees still not performing up to standard operating procedure in the work environment and labour turn over. Therefore, this study sought to determine the influence of training and development techniques on the performance of employees in the Ministry of labour and social protection. This study was guided by the following specific research objectives; to examine the influence of coaching, job rotation, role playing and apprenticeship on employee performance in the ministry of labour and social protection. This study was guided by goal setting theory and social exchange theory. The study used a descriptive design. The target population was 60 respondents comprising of 5 HRM managers and 10 supervisors and 45 Support staff. A census of 60 respondents was carried out. The study used questionnaires for the support staff and interviews for the HRM managers and supervisors. The qualitative data collected from the interviews was analysed using content analysis. Quantitative data was analyzed using descriptive statistics such as mean and standard deviation and presented using charts, figures, table and graphs. The study conducted a multiple regression analysis to test the relationship between independent variables and dependent variable. The study examined that coaching, job rotation, role playing and apprenticeship had a positive significant influence on employee performance. The study concludes that Coaching positively impacted employees careers as well as their lives by helping them to establish and take action towards achieving goals, Job rotation increased job satisfaction because employees were exposed to various work tasks that reduced constant physical or mental stress, which could create more motivation to continue in the position and reduce turnover, role playing brought together employees and or created a positive relationship among the employees in the work environment and apprenticeships are structured training programmes offered by the Ministry which gives their trainees a chance to work towards a qualification and offers them a vast experience that enable them to work elsewhere. The study recommends that The Ministry should devise clear goals that include benchmarks and deadlines, be prepared to help with time management, frame feedback in a forthright and positive manner, follow up on feedback, emphasize effort over ability and celebrate accomplishments. The Ministry should determine the critical positions or functions to include in the program, conduct a job analysis to determine the components of the job that are most important to learn during the job rotation, determine the ideal bench strength for each role, create job readiness assessments and an evaluation process, orient the employees, measure and reward success. The Ministry should identify the objective, need, experience of trainee, the issue or task for which role play method is selected. The focus should be on maximum involvement of individuals as participants so that an overall exposure and that The Ministry should have apprenticeship programs in every section which is in line the current needs of the organization and which comply with the ever changing organizational environment.

title: Employee Training and Performance of Agency Banking Units of Selected Commercial Banks in Nairobi City County, Kenya
abstract: Despite the progress made in implementation of Agency Banking both the Commercial Banks and the Agents have not realized the expected results. The study aimed at establishing the relationship between training needs assessment, onthejob training, off the job training and training evaluation and the performance of agency banking Kenya. The study was guided by the Human Capital Theory, Resource Based Theory, and Experiential learning theory, Reinforcement theory and Balanced Scorecard. The study adopted a descriptive research design. The study targeted a population of 882 comprising Agency Banking Managers, Agency Banking Supervisors and Bank Agents ans selected a sample of 268 respondents. Primary data was obtained using self administered open and closed ended questionnaires and an interview guide. Secondary data was obtained from the banks record on profitability, market share and number of transactions. Data was analyzed for descriptive and inferential statistics using Statistical Package for Social Sciences (SPSS Version 25.0) The information was presented in form of tables and graphs. The study found out that training needs assessment influences performance of agency banking in Kenya to a great extent. The study also found that transfer were used in the banks and it provided experience in other areas. The study concluded that Training Needs Assessment had the most influence on the performance of agency banking in Kenya, followed by onthe Job Training, then by Training Evaluation and the least was off the Job Training. The study recommends that the commercial banks should assess their agents' needs for training and development more often and conduct them as need arises. Further, the study recommends that the commercial banks should give equal opportunity and chance to every employee to participate in the training programmes.

title: Effect of Training on Employees' Performance in the Case of Public Sectors of Assosa Zone
abstract: The main focus of this study is to examine how training influences the employees' performance. The study achieved the objective of the research through survey study with sample organization which have been selected from the five public sectors with help questionnaires for employees and interviews with human resources managers of the sample organizations. Irrespective of number of employees, over 90% of the sectors were using subjective methods to evaluate employees performance from training and only less than (10% of them was used Kirkpatrick Model. The main conclusion drawn was the emphasis given for training by majority of the firm is still low. Therefore, Organization should allocate sufficient amount of budget to train this key resources of the organization and they should use objective models in addition to the subjective methods, and the organizations should design their training program based the need assessment result to be to increase employees' performance from the training.  Training, Effect, Employees, Public sectors DOI 10.7176/EJBM/11 31 04 Publication date: November 30 th 2019

title: EFFECT OF CAREER DEVELOPMENT PROGRAMS ON EMPLOYEE PERFORMANCE IN KENYA. A CASE OF NATIONAL HOSPITAL INSURANCE FUND
abstract: The general objective of the study was to determine the effect of career development programs on employee performance in National Hospital Insurance Fund headquarters Nairobi. A quality assessment and service delivery improvement strategy report revealed low employee performance and productivity which had led to decline in the customer satisfaction level in National Hospital Insurance Fund from 86% in 2009/2010 to 66.50% in 2011/2012.The findings also revealed that the employee satisfaction level in National Hospital Insurance Fund had declined from 80% in the year 2008/2009 to 68% in the year 2012/2013. Among other recommendations for improving service delivery the report recommended a need to adopt performance contracting systems at National Hospital Insurance Fund so as to improve the level of performance.  The results of this study will be of foremost significance to the National Hospital Insurance Fund as well as other providers of health insurance services in Kenyaby providing findings on the effect of career development programs on employee performance.  A case study design was used. The study targeted a population of 402 employees of National Hospital Insurance Fund headquarters Nairobi from which a sample of 120 respondents were drawn using 30% of the target population. The sample was selected using stratified sampling technique. The researcher collected primary data using a questionnaire. The questionnaire was pilot tested to ascertain the reliability of research instrument using Cronbach Alpha. The study employed both descriptive and inferential statistics to present and analyze the data. A correlation analysis revealed that there is a positive and significant relationship between career development programs and employee performance  From regression analysis, it was observed that career development programs contributed to 34.9% of employee performance. The study findings also revealed that there was statistically significant positive relationship between employee training; career counseling, employee mentoring and career advancement on employee performance. The study therefore concluded that career development programs influence employee performance and thus recommends that NHIF should focus more on career development programs in enhancing their employee performance. The study recommended that a similar research be carried out in other state corporations other than National Hospital Insurance Fund. This research also suggested that future researchers should research on other factors that contribute to employee performance that were not covered by this study.

title: Job Training Satisfaction, Job Satisfaction, and Job Performance
abstract: Training is an important ongoing investment in human assets to assist employees in learning skills and acquiring knowledge to achieve organizational goals. To maximize training effectiveness, three major activities of needs assessment, program design and delivery, and training evaluation need to be well prepared to make trainees be satisfied with the training. Job training satisfaction proposed by Schmidt in 2007 was defined as how people feel about the aspects of the job training they receive in the workplace. Research has shown that well designed and prepared training activities in a training program will result in job training satisfaction (JTS) which then influences employee's work related attitudes such as job satisfaction (JS) This will further affect their intentions of turnover and job performance. Thus, in this chapter, the fundamental concepts of training, job satisfaction, and job training satisfaction will be introduced. The key factors and models to develop successful training programs will be presented. The relationships between training, job training satisfaction, job satisfaction, and job performance will be elaborated. The purpose of this chapter elucidates the importance of JTS, which human resource practitioners should always bear in mind when designing and delivering a training program.