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The Impact of Training and Development Programs on Employee Performance FCCCI Chinese School Essay Example

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The Impact of Training and Development Programs on Employee Performance FCCCI Chinese School

Executive Summary

Training and development is an important strategic too that enhances the performance of employees, and organisations that understand this continuously increase training budget annually believing that it will earn them competitive edge. The main objective of this study is to investigate the impact of training and development on employee performance in FCCCI Chinese School. Many studies focused on other sectors including the financial sector, and there was a need to find out if the same results apply to education sector. Descriptive case study was used to undertake the research and questionnaires were used to collect data. Descriptive statistics tools were used to analyse data. The research confirmed that training and development influences employee performance. This report will enable managers to plan for training and development and implement efficient and training needs that will increase employee performance

Table of Contents

Contents

iExecutive Summary

iiTable of Contents

11. Introduction

32. Orientation: relevant literature, case organization and research questions

32.1 Literature Overview

52.2 Case organisation: FCCCI Chinese School

72.3 Research Questions

83. Research Methodology

83.1 Method

83.2 Data Collection

93.3. Ethical Consideration

104. Presentation of findings

104.1 Analysing the data

174.2 Answering the research questions

20Implications and Recommendations 5.

236. Conclusion

24References

27Appendices

1. Introduction

Training and development and performance comes under the scope of Human Resource Management subject of AIB MBA Program. Training and development is a feature employed by HR departments to enable an organization train its employees in order to refine their skills. According to Armstrong (2000), training activities are designed for the improvement of performance of employees on the job that they are doing presently or are expected to do in future, while development is concerned with the employee’s overall growth. It is important for employees to understand the nature of their job well, and its importance to the overall goal of the organisation. Learning may take place concurrently with the job, and it is the employer’s obligation to provide on-the-job training to improve employee’s skills and overall performance. Accord to Harrison (2000), the work performance of the employees is affected by training and developmental activities within the organization, which in turn affects the overall organisation’s performance. These activities include cross cultural training, induction training, technical training, and leadership training among others.

The success of any organisation depends on its performance and achievement of its goals. Employees are considered as the most valuable assets of an organisation because they are involved in fulfilling its mission. For any organisation to be successful, its human capital and the recognition of training needs plays a crucial role. Training and development should impact positively on the performance of individuals as well as on the organisation as a whole for both short and long term. When employees make mistakes while working on their jobs, it impacts on the organisation’s performance and its image (Armstrong, 2006).

A study undertaken by Sila (2014) on the relationship between training and performance with a case study of Kenya Women Finance Trust Easter Nyanza Region, Kenya, narrowed down to how job satisfaction, service delivery and attitude affected employee performance. The study confirmed that training affects performance with service delivery, job satisfaction and attitude getting equal weight. This results are consistent with what other scholars recommend that training improves job satisfaction, increase service delivery effectiveness and efficiency and develops positive attitudes at the workplace.

The study aims to investigate if there are training and development programs at FCCCI Chinese School and their impact on employee performance.Falola, Osibanjo and Ojo (2014) undertook a research on effectiveness of training and development on organisation competitiveness and employees’ performance in the Nigerian banking industry. The results from selected banks in Lagos State, South-West Nigeria reported that there was strong relationship existing between training, development, competitive development and employees’ performance. The study recommendation bank management to train their staff in developing new ideas that will keep retaining and improving performance of employees. The two studies provide a picture of what is happening in the banking or financial sector therefore leaving a gap on what other sectors are experience training and development on performance. This will be a basis of this research specifically focusing on education sector.

This report has four sections after this introduction. The first section is orientation: relevant literature, case organisation and research questions. The second section is research methodology, the third section is presentation of findings and the final section is implication and recommendations.

2. Orientation: relevant literature, case organization and research questions

2.1 Literature Overview

Training and development is part of the Human Resource Department crucial to any organization. Harrison (2000) asserts that training is the process of educating, informing or teaching people to enable them become well qualified to attend to their jobs. Training is defined by Armstrong (2009), as using planned and systematic instruction activities to promote learning. Reynolds (2004) defines training as a set of activities focused on the instructor, and reacts to presents needs of individuals and organisations. Wexley & Latham (2002) defines training as the attitude and skill behaviour pattern development in a systematic way by people in order to perform tasks given. Development is the preparation of people through education and learning for an organisation’s future needs. It is focused on personal development and learning. Traditionally, development was for higher-level employees while training was done for lower level managers (Tahir, et.al, 2014

Performance is defined by Brown (2008), as the attitude with which individuals complete their given tasks or how well they complete given tasks. Performance is also efficiently and effectively carrying out actions to meet agreed work objectives. This study will adopt Hersen (2004) definition of job performance as work behaviours outcomes that can be quantified such as numbers sold and sales and also dimension of behaviours such as decision making, work-related communication and problem solving skills, among others.

Organisation employees are training in various areas to enable them become efficient in performing their duties. In support, Jackson (2002) suggests that employees are provided with in-service training to improve their performance on the job and equip them to hold their job responsibilities well. It is through this training that employees develop and grow. The provision of on the job training enhances the capabilities and competencies of workers.

Evans, Pucik & Barsoux (2002), suggest that there are different types of training that organisations need to provide to their workers so that they are competent and capable to handle work at different stages. Edmond and Noon (2001) asserts that induction or orientation training is one that is provided to a new employee or recruit, so that they can be aware of the work culture and rules of the company, therefore ensuring that they are familiarized with the organisation. This is the responsibility of the HR department, to ensure that the employees are comfortable and able to cope in the new environment. According to Debra and Ofori (2006), employees are provided with foundation training to improve their overall skills such as leadership skills, coordination skills, and communication skills and to better understand their profession and gain administration knowledge.

Technical training is crucial to provide technical knowledge to employees in regard to their job and ensure that they become professional in their area of specialization. Technical training is provided to both existing and new employees (Jan et al., 2014). Refresher training updates the abilities and skills of the employees, with the changing environment or scenario especially in technology. Obsolete skills cannot be embraced, therefore, refresher training enables them to improve their performance (Gilley & Maycunich, 2000). Kum, Cowden and Karodia (2014) assert that superiors provide their subordinates with on the job training. This is through discussions with employees, presentations, and forma instructions. This enables employees gain more knowledge and develop new skills for their work.

Hashim (2012) highlights some benefits of training and development in an organization. He asserts that there is a relationship between training and development and performance of employees. Armstrong (2006) asserts that through practice, experience and education that learning is achieved under training. An effective training is one which makes employees more efficient and competent and contributes to the organisations growth (Baum & Devine, 2007). An employee who is well training will always be aware of responsibilities, duties and abilities. The acquired skills can be utilized efficiently which enables employees to work towards achieving organisation’s goals. According to Armstrong (2000), training and development motivates employees, which increases their level of performance, and acts a as a growth pillar of the organisation. Employees become more satisfied thereby reducing absenteeism and turnover rate and become efficient to produce more products of greater quality. More production increases sales and reduces wastage.

2.2 Case organisation: FCCCI Chinese School

FCCCI (Federation of Chinese Community of Canberra Inc.) Chinese School has been described on its website as a non-profit and community based Chinese language school in Canberra, established in 1994 (Bean IT Canberra, 2010). It aims at providing a stimulating learning and fun environment to children (preschool and school-aged children) and enables them to achieve a particular level of skills in speaking, writing and reading Chinese, as well as encourage them to understand and appreciate the culture of Chinese. The society of Canberra is multicultural and has been impacted positively by FCCCI Chinese School in the way it has provided linkage to the community (FCCCI Chinese School, 2011). The school is supported by the Chinese Embassy, funded by ACT government and run by parent representatives and volunteers. All the FCCCI Chinese School teachers are native Chinese speakers, and experienced in teaching Chinese. The target audience for the Chinese classes are Kindergarten to year 12 (aged from 4 to 18). Bilingual classes are also run for non-Chinese students as per demand for local students from families that do not speak Chinese. The School has developed into one of the largest ethnic language schools in ACT, Australia (FCCCI Chinese School, 2011).

The employees of FCCCI Chinese School have teaching qualifications or experiences from China. Some of them are qualified with accreditations from Australia. Most of the teachers have attended training courses by Overseas Affairs Office of State Council and Community Language School Association and China Hanban (FCCCI Chinese School, 2011). However, this does not guarantee best performance , given that the other ingredients of successful teaching requires foundation training, refresher training, induction training and technical training, which can be enhanced through well planned training and development efforts.. This study aims to investigate if there is a link between training & development and employee performance at FCCCI Chinese School. It address the current training and development programs offered at FCCCI Chinese School, perceptions employees have regarding the effectiveness of training programs, whether employees feel there is a direct link between training and development and performance, and how the current training and development program can be improved.

This research will inform FCCCI Chinese School management, and other organisations that for performance increase to take place, well planned training & development programs are needed. It will also enhance the development and maintaining of a quality work life which will provide employees with an opportunity of self-actualisation and job satisfaction. This research will assist FCCCI Chinese School in assessing their current training and development programs and at the same time improving them in line with latest methods to meet the future challenges of change.

2.3 Research Questions

This case study will address the following research questions:

  1. What are the current training and development programs offered at FCCCI Chinese School?

  2. What are the perceptions of managers/employees regarding the effectiveness of training programs?

  3. Do the managers/employees feel that there is a direct link between training & development and performance?

  4. How can the current training & development program at FCCCI can be improved?

3. Research Methodology

3.1 Method

To explore the effect of training and development on employee Performance in FCCCI Chinese School, qualitative case study will be used and the major data collection method will be questionnaires. According to Saunders, Lewis and Thornhill (2003), a qualitative research aims at gaining a deeper understanding of a specific event, phenomena or organisation, rather than getting larger population’s sample surface description. It is also known as field research and generates data in social settings about human groups. Qualitative researchers are usually interested in how individuals make sense of their world structures, experiences and lives. The primary instrument for data collection and analysis will be questionnaires. The researcher will interpret and analyse the completed questionnaires, and teaching materials that the participants created. Qualitative design would help obtain thicker and rich information for the research.

The sampling method used was purposeful sampling which considers the most useful and promising type of case study. A researcher uses his or her own expertise or special knowledge when developing a purpose sample about some group, to select the sample that represent the population (Saunders, Lewis, and Thornhill, 2003). The researcher will chose a purposeful sampling of 15 employees who work in the organisation as teachers and the president of the school.

3.2 Data Collection

(Saunders, Lewis, and Thornhill, 2003) asserts that a case study involves a qualitative approach in which a researcher explores a case or cases over time, through in-depth and detailed collection involving multiple information sources. Only primary data will be collected in this study directly with those who have had first-hand experience. Data will be collected using a questionnaire. A structured questionnaire will be administered to all teachers to investigate the effect of training & development on employee performance. Questions will be short and clear to motivate respondents to participate, and will not take more than 15 minutes. Data will be collected during employees break and lunch time. The questionnaires will be left with those who will not be able to fill immediately and picked at an agreed time.

3.3. Ethical Consideration

The researcher will inform participants that will participate in the study and explain in detail the focus of the study. Decisions made by all participants will be respected, whether or not they provide answers to particular questions, or feel uncomfortable to share their personal experiences. The researcher will also be taking a cautious approach while asking interview questions to ensure that there is no mental distress or anxiety caused to participants. Informed consent will be obtained before conduct the research and aliases will be used for the participants. Any audio tapes used in the research process will be stored in locked cabinets and destroyed upon data analysis completion. Only the researcher and the study investigators will access the collected data from interviews and survey. Participant identities will be protected by using aliases and reporting aggregate data from surveys, thus minimizing the risks that participants may encounters.

4. Presentation of findings

4.1 Analysing the data

This section will analysis data and present findings on the impact of training and development on employee performance on FCCCI Chinese School.

  1. Background of Respondents

Gender of respondents

The male respondents in the study were 67%, compared to female at 33% (appendix 1).

Age of respondents

The respondents of age 18-24 years were 33%, 26-34 years were the majority at 47%, 35-44 years were 13%, and 45-54 years were 7% (appendix 2).

Marital Status of respondents

The majority of respondents were married at 53%, and followed closed by the singles at 47% (appendix 3).

Educational Level and Qualifications of respondents

Early Childhood Education Certificate, 2 had Certificate in Community Language, 1 had a Masters Degree in Law, 1 had a Bachelor in Japanese, 1 had a Degree in Obstetrics and Gynaecology, 1 had a Degree in English Education, 1 had Masters degree in Applied Linguistics, 1 had Childcare Certificate, 1 had a Diploma in Education, 1 had a Diploma in Studies, and 1 had a Bachelor’s Degree in Business Administration (appendix 4).Out of 15 respondents, 3 had a Bachelor’s Degree in Education, 2 had

Duration of employment of respondents

The majority of respondents at 40% said they have been teaching at FCCCI Chinese School between 1-5 years, followed by 20% who have been at the school between 5-10 years, while 20% have been teaching at the school in less than one year, and 13% worked at the school for over 10 years (appendix 5).

  1. The current training and development programmes offered at FCCI Chinese School

Training and development of respondents

All the respondents agreed that they have undergone some form of training since they joined FCCCI Chinese School (appendix 6). 60% of respondents said FCCCI provided them with in-service training, 67% were have undergone technical training, all of the respondents were provided with induction or orientation training, 20% were provided with foundation training, 13% refresher training while 67% underwent on-job training (appendix 7).

Criterion for being selected for training of respondents

The majority of respondents at 53% said that they were selected for training on-joining the organisation, followed by 20% who said they were recommended by a supervisor for training, and13% said the training they undertook was compulsory for all employees. Only 7% said they were selected according to the performance appraisal, and7% were selected upon employee request (appendix 8)

How often training is provided to respondent

The majority of the respondents admitted that they were no specified schedule for employee training in FCCCI Chinese school (33%), and others (33%) which was specified as on-joining the organisation. 20% of the respondents said they were provided with training quarterly, while those who said they were provided with training once a year and after every six months were 7% and 7% respectively (appendix 9).

Training methods used for training respondents

The majority of methods used for training respondents were reported to be presentation at 60%, followed by discussion and lecture at 7% and 7% respectively, and the least used being seminar and demonstration at 7% and 7% each respectively (appendix 10).

Training programmes quality and relevancy to employee’s work

40% of respondents rated the training program quality they participated in as very good, followed by 20% who rated good, 20% who rated average, 13% who rated excellent and 7% who rated poor (appendix 11). 67% of respondents reported that the training programs offered to them by FCCCI Chinese School is relevant to their work, 27% said it is not relevant to their work, while 7% said it is to some extent relevant to their work (appendix 12).

  1. Perceptions of Employees regarding the effectiveness of training programs

Whether training and development programs at FCCCI Chinese School are effective

There was a split in response to whether training and development programs are effective. The response of those who agreed (53%) and those who disagreed (47%) was at an average (Appendix 18).

Effectiveness training and development at FCCCI Chinese School

In finding out the perception of employees towards effectiveness of training and development at FCCCI Chinese School the majority of respondents 66 strongly agreed that training improves job performance, followed by 28% agreeing, and with 2% agreeing and 4% disagreeing. 82% of respondents strongly agreed that training and development helps develop their career, with 13% agreeing, while 3% and 2% disagreed and strongly disagreed respectively. The majority (50%) respondents strongly agreed that training improves working conditions, supported by 25% who agreed, while 15% and 10% disagreed and strongly disagreed respectively. 90% of respondents and the majority strongly agreed that training increase productivity, supported by 8% who agreed, while 1% disagreed and 1% strongly disagreed. 64% agreed that training improves employee satisfaction, followed by 21% who agreed, and 12% and 3% who disagreed and agreed respectively. The majority of respondents (80%) admitted that training enables lesser supervision and guidance, followed by 13%, while 5% and 2% disagreed and strongly disagreed respectively. 72% of the respondents as the majority strongly agreed that training helps iron out shortcomings, supported by 20%, while 7% disagreed while 1% strongly disagreed (Appendix 19).

  1. Relation between training and development and performance

Training and development and improvement of job performance of respondents

87% of respondents admitted that the training and development provided by FCCCI Chinese School improved their job performance, while 13% said their job performance was not improved (appendix 13).

How training and development helped improve job performance of respondents

The respondents admitted that training and development increased their knowledge on the job (73%), increased their ability to perform (67%), increased skills for the job (53%), changed their attitude on the job (60%) and gave them job satisfaction (47%), thereby enabling them to improve their performance on the job ( Appendix 14)

Relation between training and development and performance of respondents

The majority of respondents at 66% strongly agreed that there is a link between training and development and performance, with 27% agreeing to the statement while 7% disagreeing (Appendix 15).

Need of further training and development to improve performance

93% of respondents as the majority said that they need further training to improve their performance on the job, with only 7% saying they did not need further training (appendix 16).

  1. How current training and development program at FCCCI Chinese School can be improved

Whether current training and development program at FCCCI Chinese School needs to be improved

87% of respondents admitted that current training and development program need to be improved while 13% said that they were okay with the current program (Appendix 17).

Suggested ways on how current training and development program at FCCCI Chinese School can be improved

  • Conduct needs analysis

  • Managers to ignite passion to coach employees

  • Provide flexible learning option

  • Match different learning options to different learning styles

Major Findings

  1. The majority of teachers at FCCCI are male

  2. The majority of teachers at FCCCI Chinese School are aged between 18-34 years.

  3. Most of the teachers at FCCCI Chinese School are married. None is divorced, widowed or separated.

  4. The majority of the teachers at FCCCI Chinese School have a Bachelor’s Degree in Education and Early Childhood Certificate. All the teachers are Chinese Speakers. It is not compulsory for FCCCI Chinese School teachers to have a relevant degree or certificate or diploma, to qualify to teach, but as long as they have experience in training Chinese, and are Chinese native speakers.

  5. The majority of teachers have taught Chinese at FCCCI Chinese School between 1-5 years.

  6. Most teachers have been provided with in-service training, technical training, induction training and on-job training.

  7. Most employees are selected for training on-joining the company.

  8. There is no specified schedule for training employees on FCCCI Chinese School and mostly they are trained on joining the country.

  9. Presentation was the most used training methods to train employees at FCCCI Training.

  10. The training and development programs offered by FCCCI Chinese School to its employees is relevant to their work.

  11. Training and development programs offered by FCCCI Chinese School improve job performance of its employees. Training and development increases their knowledge on the job ability to perform, skills for the job, change their attitude on the job and gives them job satisfaction.

  12. Employees agree that there is a link between training and development and performance. They need further training and development to improve their performance in areas such as technology changes and its relation to the job, mentorship, career development support, refresher courses on their jobs, and trending courses related to their jobs.

  13. The majority of employees feel that the training and development program at FCCCI need improvement including conducting needs analysis, managers to ignite passion to coach employees, provide flexible learning options and match different learning options to different learning styles.

  14. working conditions, increase productivity, helps develop their careers, improves employee satisfaction, enables lesser supervision and guidance, and helps iron out shortcomings.The perception of employees/managers on the effectiveness of training and development at FCCCI Chinese School is at an average. Most employees assert that training improves job performance,

4.2 Answering the research questions

  1. What are the current training and development programs offered at FCCCI Chinese School?

All the FCCCI Chinese School employees undergo some form of training when they join the organization. The current training and development include in-service training, technical training, orientation training and on-job training. Refresher training is however not popular in the organization though it is important to update the skills of employees, in order to stay relevant to the job and adapt to the changing world. The most common criterion used for selecting employees to be trained is new employees joining the organization. Supervisors can also recommend training an employee(s) and in some instances training is compulsory for all employees. Performance appraisal can reveal the weak areas of an employee and pause a flag for areas that an employee needs training, however, this method is the least used in selecting individuals for training. FCCCI Chinese School has no specific schedule for training employees, though it is guaranteed on-joining the company. The organization uses presentation as a training method, and on rare occasions lectures, discussion, demonstration and seminars. The quality of training and development program is at an average, and is relevant to the jobs.

  1. What are the perceptions of Employees regarding the effectiveness of training programs?

Some employees at FCCCI Chinese School feel that training and development is effective, while almost the same number of employees felt that it is effective. For those who find the training and development program effective their performance on job is improved, their career is developed, working conditions are improved, productivity is increased, employee satisfaction is increased, shortcomings are ironed out and lesser supervision and guidance is enabled, therefore improving the overall job performance.

  1. Do the managers/employees feel that there is a direct link between training & development and performance?

The employees of FCCCI Chinese School feel that there is a direct relation between training and development and performance. Training and development increased their knowledge on the job, increased their ability to perform, increased their skills for the job, changed their attitude on the job and gave them job satisfaction, thereby enabling them to improve their overall job performance. Despite this, employees feel that they need further training to improve their performance on job

  1. ?How can the current training & development program at FCCCI be improved

The current training and development program needs improvement. Training needs analysis should be conducted to identify any gaps in employee training and related training needs. The passion of managers to coach and mentor employees should be ignited, to pass insights, skills and knowledge. Managers are overwhelmed with lots of responsibilities that they rarely have to perform this task. The organization therefore should support and give managers incentives to perform this work. The organization should also provide employees with flexible learning options. It is quite challenging for employees to engage in more activities of training and development, alongside the heavy work on their hands, therefore leaving no time for them. Therefore, mobile or on-demand solutions should be adopted to avail training opportunities to employees in a more easily accessible manner. FCCCI Chinese School should also match different learning options to different learning styles of its employees. The activities and tools and the way employees learn should be restructured to match their different expectations, preference and styles correctly. Training activities can be supported through technologies such as computers and cellphones.

  1. Implications and Recommendations

Relation of findings of the study with the literature

The study reveals that FCCCI Chinese training programs include in-service training, technical training, orientation training and on-job training, which were all relevant to the employees’ jobs. This supports Jackson (2002) who asserts that in-service training equips employees to work on their jobs and improve their job performance. Induction training enables new employees to be aware of the rules of the company and work culture in order to familiarize with the organization (2001). Technical training provides employees with technical knowledge needed to accomplish the job (Jan et al., 2014), and on-job training enhances the capabilities and competencies of employees (2002).

A relationship between training and development and performance was found to exist in the study. This is supported by Hashim (2012) and Armstrong (2006) who assert that an effective training enables employees to be competent and efficient, therefore contributing to the organisation’s growth. Training and development enables employees to be aware of their abilities, responsibilities and duties and are able to acquire skills that can help them achieve the organisations’ goals. Both the study and the literature reveal that training and development motivate employees thereby, improving their job performance. Other researchers did not provide ways in which training and development can be improved in the organisation, but was explored in the study to include be improved through conducting training needs analysis, supporting managers to coach and mentor employees, provide flexible learning options, and matching different learning options to different learning styles.

Recommendations

Based on the findings of these research there are several recommendations for managers.

On-joining training is not enough to guarantee job performance, and managers should ensure that training and development is not a one-time thing but on-going in order to keep employees updated with current skills needed on the job, therefore improving individuals’ performance and the organisation as a whole.

Managers should create training and development plan for the organization in order to ensure that no area that need training is left out and that all the training of employees are met, and leave no training gaps within the organization.

Providing poor quality training and irrelevant to the employee’s work is like having no training at all. Managers should therefore ensure that training and development programs provided to employees are of relevant to their jobs and will enable the organisation to achieve its overall goals of high performance.

Managers should find out in their organisations what their employees feel makes training and development effective and leverage on that. To some employees an effective training and development program is one that improves their job performance or improves working conditions, or increase productivity, or improves employee satisfaction, among others.

There is a direct link between training and development and job performance, and managers should take training and development programs serious to increase the ability of employees to perform, increase their knowledge on the job, change their attitude on the job, increase their skills on the job and give them job satisfaction.

The world is changing and so is the industry in which an organization operates. Therefore managers should keep on improving their training and development programs to match the changing training needs of employees.

Implications

There are various implications of the study. The moment organisations realize the need for job expansion and improvement, it is at that moment that training and development becomes unavoidable. More often, job morale and job enlargement is used by organisations to promote employee satisfaction, motivation and morale, when in reality the problem with job performance exist in the training and capacity development. Therefore, this study becomes important because in today’s contemporary world, many organisations strive to gain a competitive edge, which they cannot achieve without increasing skills, capabilities, and competencies of employees among others, through training and development designs that are adequate. The results of this study will enable managers identify the challenges faced by effects of employees’ training on the performance of the organisation, thereby, determining the areas that can be improved through training. Managers will also be able to plan for training and development and implement efficient and effective training needs that will increase performance in their organisations. Policy makers will be able to create training polices that are favourable, that will be able to give all employees opportunities to attend training. Managers will understanding the important of providing training to their employees in order to perform their jobs effectively. Therefore, managers should understand that training is not a “means to an end”, but an important need for survival of the organisation.

6. Conclusion

Training and development is crucial for the organisations’ survival. It is also overbearing for enhancing the ability of employees to adapt to the challenging and changing technology and environment of the organisation, for effective employee performance and increase of knowledge of employees to develop problem solving skills.

The results of the study indicated that the current training and development programs offered at FCCCI were in-service training, technical training, orientation training and on-job training. Training and development programs are perceived by employees to be effective, and there is direct link between training and development and performance. Training and development programs can be improved through conducting training needs analysis, supporting managers to coach and mentor employees, provide flexible learning options, and matching different learning options to different learning styles.

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Appendices

Appendix A- Survey Questionnaire for impact of training & development on employee performance

  1. Background of staff

  1. Female ( )

  1. Educational level——————————————————————————

  2. How long have you worked for FCCCI Chinese school? ——————————

  1. Current training and development programs offered at FCCCI Chinese School

  1. Since you joined FCCCI Chinese School, have you had any form of training?

  1. Yes ( ) b. No ( )

  1. If your answer is yes in (7) above, what was the criterion for being selected for training?

  1. Performance appraisal

  2. Supervisor’s recommendation

  3. Upon employee request

  4. Compulsory for all employees

  5. On-joining the company

  6. Others (specify)——————————-

  7. I don’t know

  1. How often is training provided to you?

  1. Every two years ( )

  2. Once a year ( )

  3. Every six months ( )

  4. Quarterly ( )

  5. No specified schedule ( )

  6. No training ( )

  1. For the training you attended please choose the method of facilitation used

  1. Discussion ( )

  2. Lecture ( )

  3. Presentation ( )

  4. Demonstration ( )

  1. Do any of the training methods have an impact on your skills?

  1. Yes ( ) b. No ( )

  1. How can you rate the training program quality for which you participated?

  1. Very poor ( )

  2. Average ( )

  3. Very good ( )

  4. Excellent ( )

  1. Were the trainings you received at FCCCI Chinese School relevant to your work?

  1. To some extent ( )

  1. Perceptions of Employees regarding the effectiveness of training and development programs

  1. Do you think training and development programs at FCCCI Chinese School are effective?

  1. Alongside the statements on the effectiveness training and development at FCCCI Chinese School below kindly indicate whether you strongly agree, agree, disagree or strongly disagree

Strongly agree

Disagree

Strongly disagree

Training improves job performance

Training improves working conditions

Training and development helps develop my career

Training increase productivity

Training improves employee satisfaction

Training enables lesser supervision and guidance

Training helps iron shortcomings

D. Relation between training and development and performance

  1. Do you think the training and development offered by FCCCI Chinese School has helped in improving your performance on the job?

  1. If your answer is Yes in (14) above kindly explain in what way training and development has helped improve your job performance? (You can choose more than one).

  1. Increased my ability to perform ( )

  2. Increased knowledge on the job ( )

  3. Increased skills for the job ( )

  4. Changed my attitude on the job ( )

  5. Gave me job satisfaction ( )

  6. Others (Please specify) ( )_________________

  1. To what extend to you agree or disagree on the following statement, “There is a direct link between training and development and performance

  1. Strongly agree ( )

  2. Disagree ( )

  3. Strongly disagree ( )

  1. Would you need further training in motivating you towards improving your performance?

If “Yes” above please give areas you need training and development——————————————————————————————————————————————————————————————————————-

  1. How the current training and development program at FCCCI School of Chinese can be improved

  1. Do you think the current training and development program at FCCCI Chinese School needs to be improved?

  1. If your answer is Yes in (18) above, kindly suggest ways in which you think training and development can be improved in FCCCI Chinese School———————————————————————————————————————————————————————————————————————

Thank you for your response

Appendices

Appendix 1: Gender of respondents

Research project

Appendix 2: Age of respondents

Research project 1

Appendix 3: Marital Status of respondents

Research project 2

Appendix 4: Education Level and qualifications of respondents

Education level and qualifications

Chinese native speaker/non-native speaker

  • Bachelor in Japanese

  • Chinese native speaker

  • Degree in Obstetrics and Gynecology

  • Chinese native speaker

  • Degree in English Education

  • Chinese native speaker

  • Masters of Applied Linguistics

  • Chinese native speaker

  • Childcare Certificate

  • Chinese native speaker

  • Early Childhood Education Certificate

  • Chinese native speaker

  • Bachelor Degree of Education

  • Chinese native speaker

  • Diploma in Education

  • Chinese native speaker

  • Certificate in Community Language

  • Chinese native speaker

  • Bachelor Degree in Education

  • Chinese native speaker

  • Diploma in Linguistic Studies

  • Chinese native speaker

  • Early Childhood education Certificate

  • Chinese native speaker

  • Masters degree in Law

  • Chinese native speaker

  • Certificate in Community Language

  • Chinese native speaker

  • Bachelor’s Degree in Business Administration

  • Chinese native speaker

Appendix 5: Duration of Employment of respondents

Research project 3

Appendix 6: Training and Development of Respondents

Research project 4

Appendix 7: Forms of training provided to respondents

In-service Training

Technical training

Induction/Orientation training

Foundational training

Refresher Training

On-job training

Appendix 8: Criterion for being selected for training of respondents

Research project 5

How often training is provided to respondent
Appendix 9:

Research project 6

Appendix 10: Methods used for training respondents

Research project 7

Appendix 11: Rating the training programme quality for which you participated

Research project 8

Appendix 12: Relevance of training programmes to work of respondents

Research project 9

Appendix 13: Whether training and development improved job performance of respondents

Research project 10

Appendix 14: How training and development helped improve job performance of respondents

No. of Respondents

Percentage of Respondents

Increased my ability to perform 

Increased knowledge on the job 

Increased skills for the job 

Changed my attitude on the job 

Gave me job satisfaction 

Appendix 15: Relation between training and development and performance of respondents

Research project 11

Appendix 16: Need of further training and development to improve performance

Research project 12

Appendix 17: Whether current training and development program at FCCCI Chinese School needs to be improved

Research project 13

Appendix 18: Whether training and development programs at FCCCI Chinese School are effective

Research project 14

Appendix 19: Effectiveness training and development at FCCCI Chinese School

Strongly agree

Disagree

Strongly disagree

Training improves job performance

Training improves working conditions

Training and development helps develop my career

Training increase productivity

Training improves employee satisfaction

Training enables lesser supervision and guidance

Training helps iron out shortcomings