Employees training and development on job satisfaction in hospital

EMPLOYEES TRAINING AND DEVELOPMENT ON JOB SATISFACTION IN HOSPITAL A CASE STUDY OF RULI HOSPITAL IN GAKENKE DISTRCT, RWANDA HAKIZIMANA EMMANUEL MHRM/22449/2015 A Research Project Sub

EMPLOYEES TRAINING AND DEVELOPMENT ON JOB

SATISFACTION IN HOSPITAL

A CASE STUDY OF RULI HOSPITAL IN GAKENKE DISTRCT,

RWANDA

HAKIZIMANA EMMANUEL MHRM/22449/2015

A Research Project Submitted in Partial Fulfillment for the Award of a Degree in Master of Science in Human Resource Management of Mount

Kenya University

MAY 2017

DECLARATION

This research study is my original work and has not been presented to any other Institution No part of this research should be reproduced without the author’s consent or that of Mount Kenya University

Student Name: HAKIZIMANA Emmanuel

Signature……… Date………

Declaration by the supervisor

This research has been submitted with our approval as the Mount Kenya University Supervisor

Name of Supervisor: Dr Olukemi ASEMOTA, PhD

Signature ……… Date………

DEDICATION

This work is dedicated to my dear wife Mukamanzi Marie Chantal and our beloved sons; Hirwa Hakizimana Charbel Derrick, and Manzi Hakizimana Hugues for their moral support and guidance during my study and most especially the fieldwork period

I also dedicate this work to my beloved parents who toiled for my education and sacrificed the descent life they deserved to make sure I attained a bachelor’s degree without which I could not have enrolled for this Masters Degree programme I am highly indebted to both of them

Special thanks go to Mount Kenya University, Kigali Campus and all lecturers especially Master of Science in Human Resource Management lecturers for equipping me with knowledge that enabled me to succeed in my professional career

My gratitude also goes to all my fellow classmates in Master of Science in Human Resource Management for their good peer, cooperation and guidance during the period of studies

Finally, my heartfelt thanks go to my dear wife Mukamanzi Marie Chantal for her motivation, encouragement and invaluable support- moral social she gave me throughout the study period

I owe you all gratitude!

ABSTRACT

This research was focused on employees training and development on job satisfaction in Hospital, case study of Ruli Hospital in Gakenke District, Rwanda The main purpose of this thesis is to investigate the correlation between employees training and job satisfaction

in District hospital This study is specifically sought to; establish the role of hospital on employees training and staff development on job satisfaction, assess the effect of employees training, staff development on job satisfaction in Ruli Hospital According to David, (2010) this thesis combined theoretical and empirical research, try to find factors that affect employee training and its impact in acting human resource practices thereby laying the theoretical foundation for the future research about survey on the employee

training as well addressed and examined the factors affect training (types of training,

training environment, work environment and employees’ personal characteristics) and training effectiveness on human resource practices in a Hospital This research has carried out in Ruli Hospital and different methods and techniques have been used to aid the study This study used both descriptive and correlation statistics, where the researcher used both qualitative and quantitative approach The analysis considered reliability and validity research instruments The total population of this study was 120; using Yamane formula, the researcher used a sample size of 93 people The questionnaire was designed and distributed to support empirical findings for this research in Ruli Hospital The sampling technique used in this study is stratified random sampling method The data are

finally analyzed by using SPSS version 20 The data was presented by using tables from

which percentages and frequencies were ascertained to provide a basis for analysis and interpretations The findings showed that training and development have an impact on the job satisfaction of employees with regards to their performance The Ruli Hospital has to develop a human resource strategy to create a comprehensive policy for training and development programs for better adaptation to a shifting environment, better management

of arm’s length transactions and a high degree of competitiveness This study recommended that successful implementation of an effective training and development reach to employees’ job satisfaction and organizational performance

TABLE OF CONTENTS

DECLARATION ii

DEDICATION iii

ACKNOWLEDGEMENTS iv

ABSTRACT v

TABLE OF CONTENTS vi

LIST OF TABLES x

LIST OF FIGURES xii

LIST OF ACRONYMS AND ABBREVIATIONS xiii

DEFINITION OF KEY TERMS xv

CHAPTER ONE: INTRODUCTION 1

1.0 Introduction 1

1.1.Back ground of the study 1

1.2 Problem Statement 3

1.3 Objectives of the study 4

1.3.1 General objective 4

1.3.2 Specific objectives 5

1.4 Research questions 5

1.5 Significance of the study 5

1.6 Limitation of the study 6

1.7 Scope of the study 6

1.8 Organization of the study 7

CHAPTER TWO: REVIEW OF RELATED LITERATURE 8

2.0 Introduction 8

2.1 Theoretical literature 8

2.1.1 Theoretical Concept and practices of employees training and job satisfaction 8

2.1.2 Reasons for carrying out training and development 9

2.1.3 Effect of training and employees development 11

2.1.4 Why is employee development important? 11

2.1.5 Employee development: a self-fulfilling prophecy 12

2.1.6 Employee development decreases operational costs 12

2.1.7 Perceived benefits of employee development 12

2.1.8 Employee development limits organizational liability 13

2.1.9 Factors affecting training 13

2.1.10 Employee training 14

2.2 Empirical review 26

2.3 Critical review and research gap identification 27

2.4 Theoretical Framework 28

2.5 Conceptual Frame work 28

2.6 Summary 36

CHAPTER THREE: RESEARCH METHODOLOGY 37

3.0 Introduction 37

3.1 Research design 37

3.2 Target Population 37

3.2.1 Study population 38

3.3 Sample design 39

3.3.1 Sample size 39

3.3.2 Sampling Techniques 40

3.4 Data collection methods and instruments 40

3.4.1 Data collection instruments 41

3.4.2 Reliability and validity of research instruments 42

3.4.3 Administration of research instruments 42

3.5 Data presentation and analysis procedures 42

3.6 Ethical considerations 43

CHAPTER FOUR: RESEARCH FINDINGS AND DISCUSSION 44

4.0 Introduction 44

4.1 Demographic Characteristics of Respondents 44

4.2 Presentation of Findings 47

4.2.1 The contribution of employees training, staff development and job satisfaction to performance of Ruli Hospital 47

4.2.2 Role of the Hospital on employees training and staff development on job satisfaction 50

4.2.3 Relationship between employees training and development on job satisfaction 57

CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 61 5.0 Introduction 61

5.1 Summary of the Findings 61

5.1.1 The contribution of employees training, staff development and job satisfaction to performance of Ruli Hospital 62

5.1.2 Role that Ruli Hospital has on employees training, staff development and job satisfaction 62

5.1.3 Relationship between employees training and development on job satisfaction 63

5.2 Conclusion 64

5.3 Recommendations 65

5.4 Suggestions for further study 65

REFERENCES 66

APPENDICES 78

APPENDIX I: AUTHORIZATION LETTER 79

APPENDIX II: ACCEPTANCE LETTER 80

APPENDIX III: QUESTIONNAIRES 81

QUESTIONNAIRE FOR RULI HOSPITAL 82

LIST OF TABLES

Table 3.1: Study population 39

Table 3.2: Target population under the study and sample size 40

Table 4.1: Respondents Distribution in Gender 44

Table 4.2: Age of respondents 45

Table 4.3: Department of respondents 46

Table 4.4: Respondents Distribution in Level of Education 46

Table 4.5: The period respondents have worked in Ruli Hospital 48

Table 4.6: To have any form of training since you joined the Ruli Hospital 49

Table 4.7: The Training impact on skill and job satisfaction 49

Table 4.8: The Respondent’s Views on that training’s motivation towards performance improvement enable to contribute to increase productivity 50

Table 4.9: Ways through which the trainee is selected 51

Table 4.10: How often the trainee undergone training in Ruli Hospital 52

Table 4.11: The Respondent’s Views on problems encountered during training 53

Table 4.12: The ways training and development can be improved in Ruli Hospital 54

Table 4.13: Training methods used to improve Job satisfactions on hospital performance 55

Table 4.14: The role of Ruli Hospital to train on employability and staff welfare 55

Table 4.15: The ways on which staff is motivated at Ruli Hospital 56

Table 4.16: Respondent’s views on hard working rewarded in Ruli Hospital 57

Table 4.17: The rate of the quality of the training programmers participated 57

Table 4.18: The Respondent’s Views to the training relevant on the work 58

Table 4.19: The Respondent’s Views on that training and development helped to improve satisfaction and led to job performance 59 Table 4.20: Respondent’s views on how long term of working in Ruli Hospital 59

LIST OF FIGURES

Figure 2.1: Conceptual framework 34

LIST OF ACRONYMS AND ABBREVIATIONS

ABET : Adult based education and training

GoR : Government of Rwanda

MBA : Executive Masters of Business Administration

MIFOTRA : Ministry of Labour and Service

MINECOFIN: Ministry of Finance and Economic Planning

MKU : Mount Kenya University

MoH : Ministry of Health

NCBS : National Capacity Building Secretariat

NDPW : National Development and Public Work Force

NGOs : Non Governmental Organization

NISR : National Institute of Statistics of Rwanda

PLA : Participatory Learning and Planning

PRA : Participatory Rural Appraisal

SDN : Skills Development Levies

SHRAD : Staff and Human Resource Appraisal and Development

SPSS : Statistical Package for Special Software

UNDP : United Nations Development Programmes

USDoL : United States Department of Labor

DEFINITION OF KEY TERMS

Development

Development is a critical process, which seeks to improve the performance of workers in the organization In order to form competent committees, employees’ relevant expertise and intellectual capacity needs to be improved

Employees

Employees are the individuals, who work part-time or full-time under contract of employment, whether oral or written, express or implied, and recognized rights and duties Also called workers

Hospital

The hospital is an organization of medical personnel with medical equipment for establishing a temporary hospital at isolated posts or in the field to support ground troops Hospitality definition, the friendly reception and treatment of guests or strangers

Job satisfaction

Job satisfaction is as a pleasure or positive emotional state resulting from the appraisal of one’s job experience It is a result of employee’s perception of how well their job provides those things that are viewed as important Job satisfaction is the extent to which

a person’s hopes, desires, and expectations about the employment he is engaged in are fulfilled

Training

Training is teaching, or developing in oneself or others, any skills and knowledge that relate to specific useful competencies According to business dictionary Definition of training is Organized activity aimed at imparting information and/or instructions to improve the recipient's performance or to help him or her attain as kills, also as process

by which someone is taught the skills that are needed for an art, profession, or job: The process by which an athlete prepares for competition

CHAPTER ONE: INTRODUCTION

1.0 Introduction

This research focuses on the analysis of employees training; staff development and job satisfaction on the hospital performance in Rwanda, case of study Ruli Hospital This chapter highlights the purpose which is paramount to the proposed study; it provides details related to the background, defines the statement of the problem, objectives and research questions Furthermore, it emphasis’s on the significance of the study, limitations and the scope of the study

1.1 Back ground of the study

The world century is constantly shifting such that institutions of all types have to adapt to external and internal changes for their own survival on employees training and staff development on job satisfaction in the health sector (Cummings & Worley 2005).The issue

of employee training in every organization is key to the successful achievement of its goals The Health sector is definitely no exception Employees’ skills and motivation are critical to organizational success Many organizations have found it very important to invest in employees through training to improve employee proficiencies in order to acquire

a greater return in human capital investment through increased job commitment and high employee retention based on job satisfaction

According to Sakun (2013), he quotes that as organizations try to survive in the turbulent dynamic market, strong emphasis must be laid on human capital in order to be competitive and financially solvent However, there are other factors that affect organizations’ success; organizations must possess productive (i.e effective and efficient) employees In addition, organizations differentiating on the basis of human capital due to its intangible characteristics such knowledge, skills and motivation of workforce increasingly sees it as

invaluable in order to remain sustainable in the market Thus organizations should have employees that have capability of adjusting to swift dynamic business environment Therefore knowledge is turning to basic capital that triggers development The success of organizations is however dependent on its knowledgeable, skilled as well as experienced workforce Changes in technology, especially information technology, generate knowledge spreading up at tremendous speed, as well as its quick obsolesce In the period between

1900 and 1950, the amount of human knowledge doubled, and since then it has doubled every 5 to 8 years Knowledge is becoming obsolete so quickly that all of us need do double our knowledge every 2 to 3 years in order to keep up with the changes

According to Samuel and Chipunza (2009), retaining skilled employees is critical in order

to sustain competition and effective and efficient service delivery among organizations According to McConnell (2004), companies that have an investment perspective of human resource management view training as an opportunity to increase long-term productivity Training may also be viewed as a solution to a number of problems, such as substandard quality resulting from skills deficiencies and the voluntary turnover of employees seeking more rewarding jobs It may also reduce the involuntary turnover of employees who are terminated because of skills deficiencies and may provide a means of preventing skills obsolescence

According to Rama (2012) in theoretical and empirical research, he tries to find factors that affect employee training and its impact in acting human resource practices thereby laying the theoretical foundation for the future research about survey on the employee training as well addressed and examined the factors affect training (types of training, training environment, work environment and employees’ personal characteristics) and training effectiveness on human resource practices in Hospital

On the hand, high labour turnover damages the organization through increased costs of recruitment and selection, delayed service delivery and low morale amongst employees Kabungaidze et al (2013) argues that such activities greatly affect organizational success

to prosper in today‘s competitive economy due to their inability to retain the right quality

of employees There also seems to be a grey area between training and employee retention because most researches on the impact of training on employee retention have shown inconclusive results (Coetzee & Schreuder 2013; Terera &Ngirande 2014)

It is from this background that this study conducted to assess the role training, development and job satisfaction play in enhancing employee and the overall organization performance and its consequential benefits to the individual and the organization as a whole

In the case of Rwanda, according to the prime minister’s order n°003/03 of 16/01/2015 determining modalities for training for public servants, the government today through the MIFOTRA and other related organs such MINECOFIN, NCBS has set training policy to empower employees training and staff development in order to accelerate job satisfactions

in relation to service delivery and staff motivations

1.2 Problem Statement

This project is designed for the purpose of investigating the impact of employees training and staff development on job satisfaction in Ruli Hospital in Gakenke District-Rwanda The core constraints and the gap today is any in site of main institutions in Rwanda According the report from Human resource Information System (iHRIS) from the Rwanda Ministry of Health in 2015, most employees have left work place due to various dissatisfactions from their employers in health facilities and Gakenke District was one of thirty Districts of Rwanda which had the high medical staff turnover Employers overlook the well being of staff and consider financial resources, business turn over as opposed

human man power that generates the existence of an institution In accordance with Samuel and Chipunza (2009) note that high labour turnover damages the organization through increased costs of recruitment and selection, delayed service delivery and low morale amongst employees He further insists on retaining skilled employees is critical in order to sustain competition and effective and efficient service delivery among organizations

In Rwanda, to place the employee well in public organizations, the government under the law no25/01/2001, has establish the institute of Administration and Management (RIAM) and National Capacity Building Secretariat (NCBS) for the purpose of providing trainings and equip public servants with skills and knowledge in order to fulfill their responsibility whereas the rate of turnover is high in Rwanda organizations According to the survey done 2013 the rate of turnover was 24% in 2012 Survey also found that 90% of managers

in Rwanda organization lamented on human resource management as the major constrain

in employability

This research seeks to investigate the impact of training and development programmes on employee and job satisfaction in the Hospital Therefore, the major constraint of this study

is to implement the human resource practices like training and development programmes

in the Hospital for the purpose of employee’s development as well as to better job satisfaction and the Hospital performance

1.3 Objectives of the study

1.3.1 General objective

The general objective of this study is to assess and evaluate the impact of employees training, staff development and job satisfaction in Ruli Hospital

1.3.2 Specific objectives

From this general objective, three specific objectives were derived as follows:

i To assess how employees training and staff development programmes contribute to job satisfaction for Ruli Hospital performance;

ii To evaluate the role of Ruli Hospital on employees training and staff development programmes which led to job satisfaction;

iii Establish relationship between employees training and job satisfaction in Ruli Hospital

1.4 Research questions

To achieve our objectives, specific questions are formulated to help us evaluate the impact importance of employees training, staff development and job satisfaction in Ruli Hospital Specific questions:

i What are the contribution of employees training, staff development and job

satisfaction in Ruli Hospital performance?

ii What is the role that Ruli Hospital has on employees training, staff development and job satisfaction?

iii Is there any relationship between employees training, staff development and job satisfaction in Ruli Hospital?

1.5 Significance of the study

The study seeks to contribute to the existing body of knowledge through an empirical investigation on employees training and job satisfaction in District Hospital; underlying the impact on employees training, role played by district hospital and the correlation between training and job satisfaction in Hospital

The research findings are the useful source of information to the researcher, public and private Hospital, students from other institutions and users of MKU library This research

is also the useful source of information for development practitioners and public policy formulators and analysts in Rwanda and beyond

To Hospital: the study is an instrument for implementation processes, perusal of human

resource practices and assess of job satisfaction, infrastructural and environmental appraisals It enhances protection advancement techniques and participation in general; it was help to identify problems and weaknesses affecting Hospital and related institutions and provide suggestions to overcome the challenges which can hold back effective work conditions and job satisfaction

1.6 Limitation of the study

In the course of this study it is usual to meet minimal limitations, such as when responding

to the questionnaires, language barrier was become key problem whereas the community targeted is more familiar with Kinyarwanda and French and therefore the respondents may face difficulties in understanding English language which is the medium in the questionnaires Therefore, there was needed for translation by the research at the point of distributing collection of the data

In general, geographical coverage was also another limitation, and finally of insufficient literature on this study for the case of Rwanda, reason why we considered other countries

as substantive materials and resource to compare and analyze the review

1.7 Scope of the study

This research mainly focused on employees training and job satisfaction in District Hospital The research was carried out in Ruli Hospital The research studied the employees training and development on job satisfaction in district Hospital The study looked into employees’ productivity, expansion and competitive advantage, skills growth and profitability The assessment was stretch from 2012 up to 2016 From analytical point

of view, the research study was carried out mainly in Ruli Hospital in Gakenke District In this chosen period in Ruli Hospital were a big number of employees’ rotation, transfer and desertion For geographical point of view the study covers Rwanda surface only, this scope

is a result of facts based on Rwanda content

1.8 Organization of the study

The research is organized in the three chapters, whereby chapter one presents the introduction and the background of the study, problem statement, objectives of the study, research questions, scope of the study and the significance of the study Chapter two expounds on literature review and the related variables of this study Chapter three highlights the research design, the population of the study, the sample size, sampling techniques, data collection tools and sources of data, validity and reliability and ethical considerations The fourth chapter deals the research findings and discussion and then the fifth chapter deals with summary, conclusion and recommendations

CHAPTER TWO: REVIEW OF RELATED LITERATURE

2.1 Theoretical literature

2.1.1 Theoretical Concept and practices of employees training and job satisfaction

This subsection focuses mainly on the meaning and theories related to Employees training and development on job satisfaction in District

In order to survive and prosper in today‘s economy, the concept of employee retention is now very important for many South African institutions Many organizations have found it very important to invest in employees through training to improve employee proficiencies

so that they can acquire a greater return in human capital investment through increased job commitment and high employee retention According to Cummings & Worley (2005), the world is constantly shifting such that institutions of all types have to adapt to external and internal changes for their own survival

According to Samuel & Chipunza (2009), retaining skilled employees is critical in order to sustain competition and effective and efficient service delivery among organizations In South Africa‘s job market, retaining key employees has become a critical issue for

organizations Employers are seizing on training as one of the most effective retention tools available

Kauffman (2010) argues that when it comes to improving employee retention it is imperative to use grass-root employee involvement program like training in the firm‘s business Today‘s employees are now very different because they now have so many opportunities at their disposal If they are not happy with their present company they move over to the next organization The responsibility therefore lies with the employer to ensure that they preserve and maintain their best employees A good employer is one who knows how to both attract and retain its employees This can be achieved through providing adequate employee training Therefore if training is not devised, it may also pose a threat

to employee organizational commitment which in turn leads to a negative impact to the organizational success

Forgacs (2009) defines training is as a planned activity aimed at improving employees

‘performance by helping them realize an obligatory level of understanding or skill through the impartation of information Armstrong (2000) also defines training as an organized process to amend employee proficiencies so that they can achieve its objectives In the traditional approach to training, most organizations never used to believe in training Organizations had the view that training was very costly and unworthy

According to Torrington et al (2004), the scenario is however changing The modern approach to training is that globally, organizations have realized the importance of training Training is now viewed as a commitment and retention tool than a cost

2.1.2 Reasons for carrying out training and development

Employers do not regularly consider the feelings of their employees regarding skills development Accordingly, Frost, Vos & Dreyer (2003) claim that the traditional business organization is closely modeled on the military style of management, probably because

armies are the largest and almost certainly the oldest human organizations In response to this, Katcher & Snyder (2003) identify some of the reasons why employers need their employees to continuously learn new skills

Over many years employability has become an increasing and critic issue to be addressed across Africa and the world at large It has gained ground and has been embraced in political, economic and social spheres of life Governments, international and multilateral organizations are concerned In order to survive and prosper in today‘s economy, the concept of employees training and development on job satisfaction is now very important for many Rwandan institutions Many organizations have found it very important to invest

in employees through training to improve employee proficiencies so that they can acquire

a greater return in human capital investment through increased job commitment and high employee retention According to Cummings & Worley (2005) the world is constantly shifting such that institutions of all types have to adapt to external and internal changes for their own survival

According to Samuel & Chipunza (2009), retaining skilled employees is critical in order to sustain competition and effective and efficient service delivery among organizations In Rwanda‘s job market, retaining key employees has become a critical issue for organizations Employers are seizing on training as one of the most effective retention tools available Kauffman (2010) argues that when it comes to improving employee retention it is imperative to use grass-root employee involvement program like training in the firm‘s business Today‘s employees are now very different because they now have so many opportunities at their disposal, The scenario is however changing The modern approach to training is that globally, organizations have realized the importance of training Torrington et al (2004) affirm that training is now viewed as a commitment and retention tool than a cost

According to De Young (2000) one of the core concepts in Human Resources literature for employers is the retention and development of the human capital to facilitate a competitive advantage The consideration from Cappelli (2000); the management of labour turnover has become a growing challenge particularly in professional organizations like in health and academic institutions From Moseley et al (2008) increased employee turnover results

in instability, additional workload and stress on remaining staff thus escalating job dissatisfaction which potentiates the turnover cycle Schuler & Jackson (2006) also state that recruiting employees to meet the organization’s human resource demands is only half

of what is needed in talent management The need to keep these people is another battle Organizations that have lower labour turnover rates gain a competitive advantage through

a reduction in overall labour costs and an increase in productivity

2.1.3 Effect of training and employees development

According to Coetzee & Schreuder (2013), because the employees were strongly identify with the organization if their personal goals are being met by the organization This affective commitment often prompts employees to stay with the organization Therefore it

is very important for any organization to provide its employees with adequate training and keep track on their level of job satisfaction

2.1.4 Reason of employee development

According to Katcher & Snyder (2003) Employee development is something that most people imagine as intrusive all-day group training sessions Unfortunately, this dreaded approach to employee development is just the opposite of how employee development should occur and feel to employees Employee development can manifest itself in many forms of training, evaluation, educational programmes and even feedback If executed correctly, the effects of training on employee performance can often encourage growth within the worker and the organization itself

2.1.5 Employee development: a self-fulfilling prophecy

Anis & Richard, (2014) argue that one of the larger aspects of developing employees’ skills and abilities is the actual organizational focus on the employee to become better, either as a person or as a contributor to the organization The attention given by an organization, coupled with increased expectations following the training opportunity can lead to a self-fulfilling prophecy of enhanced output by the employee Employees that receive regular, scheduled feedback, including training, along with an increase in expectations, actually have a higher level of worker output

2.1.6 Employee development decreases operational costs

According to Katcher & Snyder (2003), the hope is that employees who receive training in line with their individual or organizational goals became more efficient in what they do Organizations should look at the positive effects of training on employee performance, and consider employee development as a targeted investment in making the workers stronger More importantly, development plans that include “train-the-trainer” (training that trains employees to become trainers of a skill) can provide exponential benefits to the organization This training can be anything from how employees can do their own jobs better to employees being groomed to replace their supervisors In addition, employees who become trainers might be further inclined to stay with the organization, and possibly reduce employee turnover

2.1.7 Perceived benefits of employee development

Taylor, (2000) affirms that besides supporting the organization, employees might recognize that most types of employee development initiatives provide them with benefits Employee development programs that range from certification to education reimbursement, even to basic job skills training, have a certain cost to the organization that can easily be considered a benefit to the employee Such awareness on the part of the

employee can also lead to greater loyalty to the organization as well as enhanced job satisfaction Training and development that can be added to the employees’ résumés are big ticket items in terms of compensation plans

2.1.8 Employee development limits organizational liability

According to Frost et al (2000), most human resource professionals would agree that limiting organizational liability when training employees is a very important aspect of employee development Certain jobs require training and certification in order for an employee to successfully execute the minimum job requirements related to that position The proper documentation of employee development before or during the employee’s completion of their job cannot only help follow and develop training, but also limit liability in the case of human error on the part of these employees An example of how documented employee training could be helpful would be if a stockroom employee were assigned the position of forklift operator Obviously, the organization would be expected

to put this employee through all the necessary training to ensure the employee can operate the equipments, and do so in accordance with any applicable policies and regulations According to Frost et al., (2000), although employee training documentation was almost never completely protect an employer from legal liabilities, training and certification can hopefully reduce legal costs and reputation damage for the organization Costs that may be generated by the employee

2.1.9 Factors affecting training

Feedback is a very important condition for the successful acquisition of skills Training can be done mentally, where the employees go over the events in their heads in order to be properly prepared It is important that information is given correctly in the early stages of learning This is so because if errors are not picked up early, the employee was greatly disadvantaged when someone spots them later Indeed, if the employees have been

applying such faulty skills for years, it may mean that they are never fixed Anis& Richard, (2014) say that the role of practice in the business of skills acquisition is very important when one thinks how much time employees spend perfecting skills involved in their tasks The main purpose of job training is to give employees the knowledge and skills they need to perform effectively in their fields of expertise

2.1.10 Employee training

Training addresses gaps or discrepancies between an ideal and an optimal stage of development However, from a comparison between desired and actual work methods or between desired and actual results, needs arise on the job, Smit & de Cronje (2003) refer to three methods for identifying needs: the generic methods, performance analysis, and competency assessment Where performance analysis focuses on deficiencies or problems, competency assessment focuses on opportunity for improvement Trainers identify how they believe people should perform and then design a training programme to give the workers the skills they need Training can only be executed when it has been determined which employees should receive training and what their current levels, knowledge and skills are Consequently, the assessment of the individual indicated the range of skills and knowledge that is to be acquired, Anis and Richard, (2014) Note that the difference between actual performance and required performance was ultimately forming the training gap, and therefore indicate the extent of training needed

Methods of training employees in organization

There are many methods of training employees in organization The range of training methods used has been expanded by the application of technology in its “hard” (for example through computing technology) and “soft” (for example through instructional design) approaches, smith et al (2000) Training of employees is intended to increase expertise of trainees in particular areas When thinking about training method(s) to use, it

is useful to consider current level of expertise that trainees possess, Sims (2006) Once you have decided to train employees and have identified training needs and goals, you have to design training program, Dessler (2005).The Training methods can be generally be categorized as either on the job or off the job The training delivery options for either method can be sourced from either in-house or external sources, or a combination of both Coles (2000) & Tennant et al (1995)

On the job training methods

On-the-job training (OJT) is having a person to learn the job by actually doing it, Dessler (2005) & Sims (2006) whereas Tennanat et al ( 2002) defines on the job training as a method where the learner develops skills in the real work environment by actually using the machinery and the materials during training Coles (2000) concludes that it is an effective method, because the learners apply their training in real-time rather than sitting in

a classroom environment and forgetting what they have learned when they return to their work However, off-the-job training provides opportunities to widen the boundaries of the teaching and can often be a useful initial step ahead of on-the-job training

Van der Klink & Streumer (2002) suggests that the frequent use of this type of training stems from three incentives, the favourable relationship between training costs and benefits, the responsibility to train just-in-time; and the expectation of appositive transfer

of what was learned to the employees’ work situation From the empirical data that are available, it is not possible to deduce whether OJT is an effective form of training, or what the factors that determine its effectiveness The following are the methods used in training

on the job employees

Off-the job training methods

Classroom training approaches are conducted outside of the normal work setting In this sense, a classroom can be any training space set away from the work site, such as the organization cafeteria or meeting room, Sims (2006) Conducting training away from the work setting has several advantages over on –the-job training First, classroom setting permit the use of a training technique, such as video/DVD lecture, discussion, role playing simulation Second the environment can be designed or controlled to minimize distractions and create a climate conducive for learners Smith (2000) suggests that this method develops learners who are inquisitive (have flexible thought processes, and are open to new ideas,), guide learners through the process of learning and applying effective oral and written communication skills, encourage learners to acquire the skills required to function in work environment

Electronic learning (or e-Learning or eLearning) is a type of education where the medium

of instruction is computer technology No physical interaction may take place in some instances E-learning is used interchangeably in a wide variety of contexts In this scenario training is the action of teaching and training through instruction, observations, or processes focused on providing needed skills and knowledge to meet immediate business goals According Dessler (2005), simulation is a reproduction of an event or an item But true simulation has a specific goal in mind-“to mimic, or simulate, a real system so that we can explore it, perform experiments on it, and understand it before implementing it in the real world.” Simulation makes imitated situations available to the learner to practice and hone necessary skills, rather than having them jump into the real experience-where a ‘do-or-die’ mentality can often make the individual nervous and unconfident Simulation is a necessity when it is too costly or dangerous to train employees on the job Role playing

had its origin in psychotherapy, but it has found wide use in industry for improving sales, leadership, and interviewing skills, as well as other skills

2.1.11 Job Satisfaction

According Vartikka & Mohamed (2013), job satisfaction is one of the most researched areas of organizational behaviour Researchers have argued that job satisfaction is the most significant factor in understanding worker motivation, effectiveness, retention and performance Job satisfaction has been linked with enhanced job performance, positive work values, high levels of employee motivation, and lower rates of absenteeism, turnover and burnout, Vartikka & Mohamed (2013) Therefore, it is essential that managers be concerned with the level of satisfaction in their organization Dissatisfied employees may cause undesirable job outcomes by stealing, moonlighting and demonstrating high rates of absenteeism As a result, these employees may withdraw from the position psychologically, and display disruptive behaviours, such as, not being punctual, not attending meetings or wandering about trying to look busy Dissatisfaction produces a series of withdrawal cognitions in which employees examine the costs and benefits associated with leaving their jobs, hence this type of thinking causes them to slip on productivity

An individual’s choice of employment helps shape their view of themselves, broaden their daily life, and help to give meaning to their existence Therefore, if there is poor satisfaction with work, the individual questions him/herself in more aspects than just work factors, Van Der Zee (2009).Also, it has been demonstrated that satisfied employees have better health and live longer, and satisfaction on the job carries over to the employees life outside the job From a management point of view, a satisfied workforce translates into higher productivity due to fewer interruptions caused by absenteeism, or good employees

quitting, Van Der Zee (2009) Job satisfaction emphasizes the specific task environment

of the employee It is also the individual’s affective attitude or orientations for work, Vartikka & Mohamed (2013)

According to Vartikka & Mohamed (2013), job satisfaction is a pleasurable positive state resulting from one's job and job experience Individuals show pleasurable positive attitudes when they are satisfied with their job Job satisfaction is a general attitude which

is the result of many specific attitudes

Many factors affect employees’ job satisfaction Vartikka & Mohamed (2013) divide the factors into the intrinsic satisfactory factors related to work and the extrinsic satisfactory factors not directly related to work it-self Researchers consider that personal attributes and environment play major role in influencing job satisfaction Vartikka & Mohamed (2013)

As mentioned, satisfied employees are more likely to work harder and provide better services via organizational citizenship behaviours Employees who are satisfied with their jobs tend to be more involved in their employing organizations, and more dedicated to delivering services with a high level of quality Previous research has also suggested that loyal employees are more eager to and more capable of delivering a higher level of service quality Vartikka & Mohamed (2013) have argued that service quality is influenced by job satisfaction of employees

In the context of social exchange theory, when an employer offers favorable working conditions that make its service employees satisfied, the latter will in return tend to be committed to making an extra effort to the organization as a means of reciprocity for their employer, leading to a higher level of service quality Based on the theory of equity in social exchanges, we posit that employee satisfaction leads to higher service quality, Vartikka & Mohamed (2013)

Employee performance in relation to job satisfaction

According to Skibba (2002), in the field of Organizational psychology, one of the most researched areas is the relationship between job satisfaction and job performance Research linking job performance with satisfaction and other attitudes has been studied since at least 1939, with the Hawthorne studies, mentioned earlier According to Skibba (2002) the underlying theory of this reciprocal model is that if the satisfaction is extrinsic, then satisfaction leads to performance, but if the satisfaction is intrinsic, then the performance leads to satisfaction Other models suggest there is either an outside factor that causes a seemingly relationship between the factors or that there is no relationship at all, however, neither of these models have much research

Although this is the case, in recent studies, correlations between the two variables have been found There are also stronger relationships between the variables depending on specific circumstances, such as mood and employee level within the company Skibba (2002) states that job performance and job satisfaction relationship follows the social exchange theory; employees’ performance is giving back to the organization from which they get their satisfaction, Skibba (2002) According to Skibba (2002) there are seven different models that can be used to describe the job satisfaction and job performance relationship

Some of these models view the relationship between job satisfaction and job performance

to be unidirectional, that either job satisfaction causes job performance or vice versa Another model states that the relationship is a reciprocal one; this has been supported by the research Skibba (2002) The final model is “Alternative Conceptualizations of Job Satisfaction and/or Job Performance.” This model discusses how positive attitudes toward one’s job can predict a high degree of job performance Industrial psychologists do not

justify any relationship between job satisfaction and job performance; although it has been found that a positive mood is related to higher levels of job performance and job satisfaction, Skibba (2002)

These models are valuable to the study as it explores the alternative views on the subject

If one looks at the social exchange theory mentioned earlier and compare it with these models, they seem very similar It all boils down to the fact that a reciprocal relationship at work between employer and employee can only lead to a mutual beneficial relationship for both parties

Dimensions of job satisfaction

The idea of job satisfaction is very complicated and argumentative Over the years researchers have identified the following dimensions of job satisfaction: work, benefits and reward systems, promotions, working conditions, supervision and co-workers

Reward and benefits

Employees don’t work for free; most businesses are not volunteer services, so employers have to compensate them in some way for their time and effort What used to be called

“pay” and then became “remuneration” is today often termed “reward” It refers to all of the monetary, non-monetary, and psychological payments that an organization provides for its employees, Vartikka & Mohamed (2013)

There are extrinsic rewards, which cover the basic needs of income to survive (to pay bills), a feeling of stability and consistency (the job is secure), and recognition (my workplace values my skills) In Maslow’s Hierarchy of Needs, these are at the lower end One could also call these the financial rewards

On the other hand, there are intrinsic rewards, the most important of which is probably job satisfaction, a feeling of completing challenges competently, enjoyment, and even perhaps the social interactions which arise from the workplace These are at the upper, self-efficacy end of the need hierarchy One could also call these psychological rewards Reward systems have three main objectives: to attract new employees to the organization, to elicit good work performance, and to maintain commitment to the organization A reward system is intended to attract and retain suitable employees An employer who develops a reputation as “cheap” is unlikely to be desirable in the job market, because potential employees will think it does not reward effort Such an organization is likely to end up with the people that nobody else wants Rewards are also intended to maintain and improve performance

According to Vartikka & Mohamed (2013) nobody can truly motivate: employee motivation can only come from within But the promise of a bonus or a pay rise is intended

to encourage employees to motivate themselves to reap the rewards Performance-related pay is very popular in today’s organizations In Canada, over 70 per cent of companies offer it in some form Some companies have three different kinds of performance-related pay: individual, team, and organization The main problem with individual performance-related pay (IPRP) is that it assumes that pay alone satisfies workers, but this is not correct Consider the intrinsic rewards or psychological rewards mentioned earlier A worker with high pay but who receives no intrinsic rewards will probably go elsewhere The reward system also serves to maintain and strengthen the psychological contract It indicates what behaviour the organization values, i.e what is paid for For example, if your company values teamwork, then there will probably be a team bonus of some kind The psychological contract will partly determine what employees perceive to be “fair” in terms

of reward for the work they do Disruptive behaviour such as theft in the workplace is

often an attempt to restore “fairness” to remuneration Violation of the psychological contract is far more likely to cause problems with employees more than any other single factor, Vartikka & Mohamed (2013)

Employee Satisfaction

Employees have no feeling about their organizations, if they think that their organizations are not caring about them, Garger (1999) Companies which are willing to spend money on their employees, give value to work with those companies, even though that investment eventually benefits the organization, Wilson (2000) Companies which are providing the training and development programs for their employees are achieving high level of employee satisfaction and low employee turnover, Wagner (2000) Training increase organization’s reliability for the reason that employees recognize their organization is spending in their future career, Rosenwald (2000)

Loyalty with the organization cannot be calculated but it is substantial to intrinsic reward that employee feel Employee feels comfortable and wants to stay with their organization, when they feel they are putting their efforts and skills in the bottom line for their organization, Logan (2000) Employees who are satisfied with their jobs, believe that their work has a purpose and important for their organization, Vartikka & Mohamed (2013) Usually the best performers do not leave a job for the purpose of financial benefits Though salary and benefits plays an important part in selecting and retention of the employees, employees are always observing the opportunities to acquire novel skills, to get the encounter of different duties, and looking for personal and professional development, Wagner (2000) Therefore, nourishing these requirements facilitates in figure up confidence, self-esteem and job gratification in employees, Nunn (2000)

Employee Performance

Training effects on behavior of employees and their working skills which resulted in enhanced employee performance and further constructive changes, Satterfield & Hughes (2007) that serves as increase employee performance, Kraiger (2002) Arthur et al (2003) developed an analysis of 1152 sample size from 165 resources and revealed that in distinction with no-training or pre-training conditions; training had commonly positive result on job-related performance However, dissimilarities in positions of effect sizes were not big, the efficiency of training vary regarding the training transfer technique and the skill being trained Benefits of training program are also related to technical skills of the employees For instance, Khawaja & Nadeem (2013) explained the developed two researches with approximately 300 contributors with the help of behavior model training and remained capable to increase significantly computer skills Psychologically practicing tasks permitted trainees to grow learned knowledge, abilities and task

Importance of job satisfaction

Hoppock, (1935) defined job satisfaction as any combination of psychological, physiological and environmental circumstances that cause a person truthfully to say I am satisfied with my job According to this approach although job satisfaction is under the influence of many external factors, it remains something internal that has to do with the way how the employee feels That is job satisfaction presents a set of factors that cause a feeling of satisfaction

Vroom (1964) in his definition on job satisfaction focuses on the role of the employee in the workplace Thus he defines job satisfaction as affective orientations on the part of individuals toward work roles which they are presently occupying

One of the most often cited definitions on job satisfaction is the one given by Spector (1997) according to whom job satisfaction has to do with the way how people feel about their job and its various aspects It has to do with the extent to which people like or dislike their job That why job satisfaction and job dissatisfaction can appear in any given work situation

According Davis et al (1985) job satisfaction represents a combination of positive or negative feelings that workers have towards their work Meanwhile, when a worker employed in a business organization, brings with it the needs, desires and experiences which determinates expectations that he has dismissed Job satisfaction represents the extent to which expectations are and match the real awards Job satisfaction is closely linked to that individual's behaviour in the work place

Job satisfaction is a worker’s sense of achievement and success on the job It is generally perceived to be directly linked to productivity as well as to personal well-being Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for one’s efforts Job satisfaction further implies enthusiasm and happiness with one’s work Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment, Kaliski (2007)

Job satisfaction can be defined also as the extent to which a worker is content with the rewards he or she gets out of his or her job, particularly in terms of intrinsic motivation, Statt (2004)

The term job satisfaction refers to the attitude and feelings people have about their work Positive and favorable attitudes towards the job indicate job satisfaction Negative and unfavorable attitudes towards the job indicate job dissatisfaction, Armstrong (2006)