Human Resource Development
Impact of Training Practices on Employee Productivity: A Comparative Study
Rohan Singh
Faculty of Management Studies, Siksha O Anusandhan University Bhubaneswar, India rohansingh@khalsa.com
Abstract — The paper studies the effects of training on employee productivity. This paper provides a review of the current evidence of such a relationship and offers suggestions for further investigation. An extensive review of the literature in terms of research findings from studies that have been trying to measure and understand the impact that individual HR practices like training have on employee productivity across various sectors. The focal point of our review is on training practices and employee productivity and their relationship. In conclusion, we can say that taken as a whole, the research findings are varied. Some studies have found a positive association, some negative and some no association whatsoever. The paper concludes with directions for future research by applying different level of analysis on exploring the impact of training practices on employee productivity. Our comparison and analysis suggest that there definitely exist a relation between these two but the impact and effect of training practices on employee productivity varies for different industry. Keywords-Training; Employee Productivity
Madhumita Mohanty
Head of the Dept, MHRM IISWBM Kolkata, India drmadhumitamohanty@gmail.com
of these resources, training is one of the main activity in order to have qualified, flexible, and proactive employees (Bartel, 1994; Raghuram, 1994; MacDuffie and Kochan, 1995) and to achieve the correct running of each stage of the process of knowledge management (Alavi and Leidner, 2001; Bollinger and Smith, 2001). Organizations spend an enormous amount of time and money on training in order to assist employee 's learning of job-related competencies (Cascio, 2000; Noe, 2006). As a result of the financial investments organizations make in training, it is important
Rohan Singh
Faculty of Management Studies, Siksha O Anusandhan University Bhubaneswar, India rohansingh@khalsa.com
Abstract — The paper studies the effects of training on employee productivity. This paper provides a review of the current evidence of such a relationship and offers suggestions for further investigation. An extensive review of the literature in terms of research findings from studies that have been trying to measure and understand the impact that individual HR practices like training have on employee productivity across various sectors. The focal point of our review is on training practices and employee productivity and their relationship. In conclusion, we can say that taken as a whole, the research findings are varied. Some studies have found a positive association, some negative and some no association whatsoever. The paper concludes with directions for future research by applying different level of analysis on exploring the impact of training practices on employee productivity. Our comparison and analysis suggest that there definitely exist a relation between these two but the impact and effect of training practices on employee productivity varies for different industry. Keywords-Training; Employee Productivity
Madhumita Mohanty
Head of the Dept, MHRM IISWBM Kolkata, India drmadhumitamohanty@gmail.com
of these resources, training is one of the main activity in order to have qualified, flexible, and proactive employees (Bartel, 1994; Raghuram, 1994; MacDuffie and Kochan, 1995) and to achieve the correct running of each stage of the process of knowledge management (Alavi and Leidner, 2001; Bollinger and Smith, 2001). Organizations spend an enormous amount of time and money on training in order to assist employee 's learning of job-related competencies (Cascio, 2000; Noe, 2006). As a result of the financial investments organizations make in training, it is important
References: [17] ____________________________________________________________________________________________________ Interscience Management Review (IMR) ISSN: 2231-1513 Volume-2, Issue-2, 2012 Fig 2: Detailed Relationship Cycle ____________________________________________________________________________________________________ Interscience Management Review (IMR) ISSN: 2231-1513 Volume-2, Issue-2, 2012 91 ____________________________________________________________________________________________________ Interscience Management Review (IMR) ISSN: 2231-1513 Volume-2, Issue-2, 2012 92