Author

  • Syed Muhammad Javed Iqbal

    • Universiti Teknologi Malaysia, Malaysia
    • Malaysia
  • Agha Amad Nabi

    • Universiti Teknologi Malaysia, Malaysia
    • Malaysia
  • Saqib Muneer

    • Universiti Teknologi Malaysia, Malaysia
    • Malaysia
  • Melati Ahmad Anuar

    • Universiti Teknologi Malaysia, Malaysia
    • Malaysia

Abstract

Organizations today spend millions of dollars on training to enhance the performance of their employees, which leads to formation of expectation on employers end as well as employees ends observing this phenomena ,this research was conducted to analyze the expectations of employee and employer and its impact on post training satisfaction, for that matter data was collected from 20 organization where training is provided ,sample size was 20 training / HR managers and per managers 5 employees, paired sample t test was applied to gauge the difference or similarity between the perception and expectation of employees and employer, after the analysis it was found that there is significant difference between the perception of employee and employers on the expected training outcomes and no similarity existed between the expectation of employee and employer which did not have positive effect on post training satisfaction.

Keywords

References

  • Adams, J. S. (1963). Toward an understanding of inequity. Journal of Abnormal and Social Psychology , 67, 422– 463.
  • Andrews, R., Boyne, G. A. & Walker, R. M. (2006). Subjective and Objective Measures of Organizational Performance: An Empirical Exploration. In Public Service Performance: Perspectives on Measurement and Management, edited by George A. Boyne, Kenneth J. Meier, Laurence J. O’Toole Jr., and Richard M. Walker, 14–34. New York: Cambridge University Press
  • Baldwin, T. T. & Ford, J. K. (1988). Transfer of training: A review and directions for future Research. Personnel Psychology , 41(2), 63–105.
  • Barney, J. R. (1986). Organization Culture: Can It Be a Source of Sustained Competitive Advantage? Academy of Management Review , 11(3), 656–65.
  • Holton, E. F. (1996). The flawed four-level evaluation model. Human Resource Development Quarterly , 7(1), 5– 25.
  • Holton, E. F., Bates, R. A., Seyler, D. L. & Carvalho, M. B. (1997). Toward construct validation of a transfer climate instrument. Human Resource Development Quarterly , 8(2), 95–113.
  • Ingraham, P. W. (1993). Pay for Performance in the States. American Review of Public Administration , 23(3), 189–200.
  • Jacobs, R. L. & Washington, C. (2003). Employee Development and Organizational Performance: A Review of Literature and Directions for Future, Research. International of Human Resource Development , 6(3), 343–54
  • Kellough, J. E. & Selden, S. C. (1997). Pay-for-Performance Systems in State Government: Perceptions of State Agency Personnel Managers. Review of Public Personnel Administration , 17(1), 5–21.
  • Kerr, J. & Slocum-Jr., J. W. (1987). Managing Corporate Culture through Reward Systems. Academy of Management Executive, 1(2), 99–107
  • Kim, J. (2010). Strategic Human resource practices: Introducing alternatives for organization performance improvement in the public sector. Academy of Management Executive, 7(2), 38-49
  • King, A. S. (1974). Expectation Effects in Organizational Change. Administrative Science Quarterly , 2, 221-230.
  • Kozlowski, S. W. J. & Salas, E. (1997). A multilevel organizational systems approach for the implementation and transfer of training. In J. Kevin Ford (Ed.), Improving training effectiveness in work organizations (pp. 247–287).
  • Kuchinke, K. P. (1995). Managing learning for performance. Human Resource Development Quarterly , 6(3), 307–316.
  • Kurland, N. B. & Egan, T. D. (1999). Public v. Private Perceptions of Formalization, Outcomes, and Justice. Journal of Public Administration Research and Theory , 9(3), 437–58.
  • Lemire, L., Saba, T. & Gagnon, Y. C. (1999). Managing Career Plateauing in the Quebec Public Sector. Public Personnel Management, 28 (3), 375–92.
  • Li, L. X. (2000). An Analysis of Sources of Competitiveness and Performance of Chinese Manufacturers. International Journal of Operations and Production Management , 20(3), 299–315.
  • Lowery, D. (1998), Consumer Sovereignty and Quasi-Market Failure. Journal of Public Administration Research and Theory , 8(2), 137–72.
  • Newland C. A. (1972). Personnel Concerns in Government Productivity Improvement. Public Administration Review , 32(6), 807–15
  • Nigro, L. G., Nigro, F. A. & Kellough, J. E. (2007). The New Public Personnel Administration . 6th ed. Belmont, CA: Thomson/Wadsworth.
  • Porter, L. W. & Lawler, E. E. (1968). Management attitude and performance. Florence, KY: Dorsey Press.
  • Roback, T. H. (1989). Personnel Research Perspectives on Human Resource Management and Development. Public Personnel Management, 18(2), 138–62.
  • Ryall, M. D. (2003). Subjective Rationality, Self-Confirming Equilibrium, and Corporate Strategy. Management Science , 49(7), 936–49.
  • Shields, J. (2007). Managing Employee Performance and Reward: Concept, Practices, Strategies. New York: Cambridge University Press.
  • Swanson, R. A. (1995). Human resource development: Performance is the key. Human Resource Development Quarterly , 6(2), 207–213.
  • Vickers, J. (1995). Concepts of Competition. Oxford Economic Papers , 47(1), 1–23.
  • Yamnill, S. & McLean, G. N. (2001). Theories Supporting Transfer of Training. human resource development quarterly , 12(2).
  • Top, L. (2013). Social and Behavioral Sciences, 230 – 239

Downloads

No downloads have been recorded for this article yet. Figures appear here once readers begin downloading the full text.

How to Cite

Iqbal, S. M. J., Nabi, A. A., Muneer, S., & Anuar, M. A. (2013). Impact of Training on Expectation of Employee and Employer: A comparative study. Information Management and Business Review, 5(12), 601-607. https://doi.org/10.22610/imbr.v5i12.1094

Share this article

Section

Research Paper

Published

2013-12-31

Submissions

Have research to publish? Information Management and Business Review welcomes submissions.

Make a Submission