How Organizational Training Affects Employee Performance: A Case on Bangladesh Private Banking Sector
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Keywords

Orientation training, foundation training, on the job training, career development training, employee performance.

How to Cite

Karim, R. A., Islam, M. W., & Rashid, H. (2019). How Organizational Training Affects Employee Performance: A Case on Bangladesh Private Banking Sector . International Journal of Entrepreneurial Research, 2(4), 1-6. https://doi.org/10.31580/ijer.v2i4.959

Abstract

Employees are one of the leading assets of any organization and the vigorous role they play towards an organisation’s success cannot be undervalued. Accordingly, equipping these unique assets through effective training becomes imperative in order to maximize the job performance. Also position them to take on the challenges of the today’s competitive business climate. In this regard, the purpose of this study is to determine the effect of organization’s training on employee performance. The nature of this study was quantitative and data for this study had been collected through structured questionnaire by conducting survey. A total 200 respondents were selected through convenience sampling technique from the different private banks, mainly from Chattogram. All the data of this study were processed and analyzed through SPSS software (version 24). The value of Cronbach Alpha was 0.796 which means that the data of this study is reliable according to Nunnaly, (1978). Hypotheses were tested by employing the multiple regression analysis. From the findings, it was found that organization’s training has significant effect on the performance of their employees. More precisely, out of four hypotheses, three hypotheses such as Foundation Training, On the Job Training, Career Development Training, have significant effect on Employee Performance, on the other hand, Orientation Training has no significant effect on Employee Performance. Eventually, this study was concluded by providing few recommendations for managerial implication.

https://doi.org/10.31580/ijer.v2i4.959
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