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CHAPTER 1

INTRODUCTION

1.1 Problem Statement

According to a recent issue, organizations with fifty or more employers spent $32 billion on

formal programs for employee training and development. Although human resource managers

argue that training is critical for developing a productive workforce, very little is known about

how companies make decisions about budgets for formal training and whether such training

increases measured labor productivity. Previous research by labor economists on employee

training has focused on the impact of training on the individual's success in the labor market,

how training raises the employees’ performance and reduces the probability of a layoff.

Economists have also studied why employers are more likely to train certain individuals than

others, and, in particular, have shown that individuals who are expected to stay with the firm are

more likely to be the recipients of training. Hence, economic research on training has been

concerned with the impact of investments in training on the distribution of earnings. Likewise,

research on training by industrial and organizational psychologists has been conducted at the

individual level, focusing on the impact of training on the employee's cognitive skills, work effort,

and morale.

Other than that, training provided in company sometimes is not relevant to the job

specifications. This may cause to less productivity among employees. Certain companies

provide training in order to fulfill companies requirements but the management do not really

concern on the type of training they provide and also do not meet employees needs. During

training programme, manager must give a briefing to employees of the company’s mission and

goals to make sure employees have a clear exposure of the company’s goal.

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1.2 Objective

1) To study does the age will be a main factor that will influence the type of training will be

given to older workers.

2) To study how the individual tasks choice and division of challenging tasks between men and

women can help Hack’s Company to determine the type of appropriate training for them.

3) To study how training program can helped Hacks company’s employees become more

motivated toward their job.

4) To study does thought self-leadership providing the company with the satisfaction from the

employees’ performance.

5) To know how training can impact on employees’ performance, employees’ satisfaction and

job involvement of employees in Hacks Company.

1.3 Research Question

1) Does the age will be a main factor that will influence the types of training that will be given to

older workers?

2) How the individual tasks choice and division of challenging tasks between men and women

can help Hack’s Company to determine the type of appropriate training for them?

3) How training program can helped Hacks company’s employees become more motivated

toward their job?

4) Does thought self-leadership providing the company with the satisfaction from the employees’

performance?

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5) How training can impact on employees’ Performance, employees’ satisfaction and job

involvement of employees in Hacks Company?

1.4 Company’s Background

Kumpulan Barkath Sdn Bhd (Hacks company) is a Bumiputra Company involved in

manufacturing, distribution, import and export of food and confectionery products for the last 58

years. It also manufactures the famous “HACKS” brand of sweets.

In the mid 1960's, Haji Abu Backer, obtain manufacturing rights from the original makers of

Hacks sweets from England and set up a manufacturing. In 1965 Haji Abu Backer negotiate

with Denmark for license to produce locally. An agreement was reached between Kumpulan

Barkath and Co-Ro Food A/S to jointly develop this business venture, whereby Co-Ro Food was

to provide the technology transfer and production management of the factory whilst Kumpulan

Barkath was responsible for the marketing and distribution.

The Group is currently under the leadership of Dato Seri Barkath Ali, the eldest son of Haji Abu

Backer. Today, Kumpulan Barkath has 22 companies around the world that are involved in

manufacturing, import-export, distribution, property development, investment, plantation,

hospitals and communications.

The Group's slogan "Barkath for Foods" upholds its vision and mission of delivering the best

quality food ranges while understanding customers' needs at the same time. In addition,

Kumpulan Barkath is an exclusive distributor of a number of quality products manufactured both

by Malaysian as well as foreign companies.

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CHAPTER 2

LITERATURE REVIEW

2.1 Introduction

J1: Vanessa Beck; Journal of Management Learning; Employer’s View Of Learning And

Training For An Ageing Workforce.

This journal show how employers view and evaluate the role of learning and training for older

workers in light of the increasing number of older workers in the labor market. The objective of

journal is to determine what learning opportunities were offered to their older workers and how

these workers’ experience could be utilized better.

LITERATURE REVIEW

a) Older employees’ views of learning and training

Older workers lack of self-confidence, negative self-perceptions and previous negative

experiences with education and training, especially in classroom-based settings. This has lead

to perceptions that older workers do not want to learn or find it difficult to learn new explicit

knowledge. Older workers are also reluctant to discuss their learning needs with their

employers, as they fear exposure of their skill and qualification deficits.

b) Learning and training opportunities for older workers

Felstead reports that older workers are not provided with a fair share of training, development

and learning opportunities. This reinforces older workers generally having fewer qualifications

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than younger generations. Older workers receive shorter training and lower quality than that for

younger.

c) Utilizing older workers’ experience

Learning opportunities are of particular importance because it is questionable whether older

workers can continue to undertake their work without training or learning opportunities that

ensure they are not lagging behind with required skills.

RESEARCH METHODOLOGY

The journal use qualitative research and descriptive study. The first phase on 2008, Interviews

were undertaken with 19 ‘employers’. The interviews open-ended question which is covered

background questions such as the characteristics of their workforce before exploring policies

and practices on older workers, training and learning. Second phase on 2010, from 19

‘employers’ who had previously been interviewed, only 7 responded and were available to be

re-interviewed. The questions aimed to understand the implications of the recession for older

workers. The interviews in both phases of the research lasted between 20 and 90 minutes.

RESULT AND DISCUSSION

The results from this study show that the opportunities for engagement between workers of

different ages and stages of the occupational hierarchy to work and learn together in a

conducive environment varied. The possibilities for older workers to be more involved are thus

dependent on the established learning practices and cultures (e.g. formal–informal), the type of

knowledge required, organizational structures and individual factors. Not all older workers are

keen to work with younger peers and take on additional responsibilities. As the majority of

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respondents stated that they did not provide any learning and training opportunities specifically

for older workers, it seems that organizations are not responsive to demographic change. This

is reflected in employers’ behavior and attitudes towards older workers, which does not seem to

have changed with the demographic developments. Older workers continue to receive less

education and training, especially in formal settings.

J2 : Irene E. De Peter, Annelies E.M Van Vianen, Ronald H. Humphrey, Randall G. Sleeth,

Nathan S. Hartman and Agneta H. Fischer; Journal of Group & Organization

Management; Individual Tasks Choice And The Division Of Challenging Tasks Between

Men And Women.

In the present study, the authors examine (a) gender differences in individuals’ choice to

perform challenging tasks and (b) gender differences in the allocation of challenging tasks in

opposite-sex dyads. The authors discuss the possible consequences of these results for

women’s career development and previous studies have suggested that women have fewer of

those experiences in their jobs than men have.

LITERATURE REVIEW

a) Gender differences in individual task choice

A recent study that examined gender differences in actual task choice among Dutch University

students, men chose to perform more challenging tasks than women did. The scarce research

that did address gender differences in general self-efficacy showed some evidence that women

rate their general self-efficacy lower than men do.

b) The Division of Tasks Between Men and Women

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An individual’s task choice is not only determined by individual preferences or expectations but

may also depend on the choices of others, with whom one collaborates. One study that

examined gender differences in motives for task choice revealed that women rated higher on

the motive to avoid failure whereas men rated higher on the motive to approach.


The company carried out quantitative method using scale ranging and close-ended question.

104 male and 90 female business students of a university in the southeastern are participated in

this research and the final sample consisted of 85 male and 85 female business students. On

average, participants were 24 years of age. Most participants (94.7%) reported having work

experience, and 78 participants (45.9%) reported having extracurricular experiences, such as

serving on a volunteer. Our study took place in an educational setting that was supportive of

women’s participation in higher management roles. For the present study, we developed an

assessment center exercise based on the simulated corporate office. The assessment center

exercise consisted of six tasks.


Result showed that men and women in the sample did not differ in their individual choice to

perform challenging tasks, but after task allocation in opposite-sex dyads men ended up with

more of the challenging tasks, whereas women ended up with more of the non-challenging

tasks. Men also had stronger preferences for the attribute challenge than women had and

compared to men, woman’s succeeding jobs have encompassed fewer challenging

assignments that encourage career development. These gender differences in challenging

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experiences are usually attributed to discrimination. However, because men and women did not

differ in either their general self-efficacy or the number of challenging tasks they individually

chose to perform, we found no support for the suggestion that women, because of their lower

general self-efficacy, are less willing to engage in challenging tasks than men.

J3: Jeffrey D. Facteau, Gregory H. Dobbins, Joyce E.A Russell, Robert T. Ladd and

Jeffrey D. Kudisch; Journal of Management; The Influence Of General Perception Of The

Training Environment On Pre Training Motivation And Perceived Training Transfer.

The study about the influence of general perceptions of the training environment on retraining

motivation and perceived training transfer was conducted to determine whether trainees'

general beliefs about training affect pre-training motivation and transfer of training in a large-

scale training curriculum.

LITERATURE REVIEW

a) Training Effectiveness

The researchers are often at a loss to explain why training programs are effective or to predict

their effectiveness in other setting or trainees. Recent attempts to understand the factors that

influence training effectiveness have suggested that pre-training motivation may influence

important training outcomes and other indicators of effectiveness such as trainees' behavior,

changes on the job and other organizational criteria.

b) Training Attitudes

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An employee often has a specific view about the quality and its relevance to the job, such

expectations which generates through past experience or comments made by coworkers may

either affect employee pre-training. Three types of training incentives were assessed included

Intrinsic (internal needs), extrinsic (training result in tangible external rewards) and compliance

(training is taken because it is mandated by organization). As a result of work only intrinsic and

extrinsic were positively associated with pre training.

c) Individual Attitude

Employees who are exploring various career options and are planning for future career

accomplishments should be more motivated to learn during training and to transfer skills back to

the job. As a result, career exploration and planning should be positively related to pre-training

motivation as been predicted and implemented. Tannenbaum (1991) found that organizational

commitment was highly correlated with motivation to learn during training and it is where

employees believe that others provide them with opportunities and reinforcement for practicing

skills or using knowledge acquired. The social and task support measure may also affect pre-

training motivation.


A survey was conducted which consists of 967 supervisors and managers employed by a

southeastern state government. The current survey is based on a large scale training needs

assessment to identify the training needs and curriculum for all levels of management within

state government. These constructs were measured with a total of 85 items. Responses to all of

the items on the form were made on five point Likert-type scales which is quantitative method.


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Result showed that supervisors should actively provide support to their employees’ training

efforts through activities such as providing them with opportunities to use skills learned in

training, providing them with feedback about their attempts to transfer trained skills, and

rewarding successful skill transfer. The results further suggest that in order to encourage

effective transfer of training skills, supervisors should strive to foster a climate in which

employees’ training efforts are supported by their peers and subordinates.

J4: Christopher P. Neck and Charles C. Manz; Journal of Organizational Behavior;

Thought Self Leadership : The Impact Off Mental Strategies Training On Employee

Cognition, Behavior And Effect.

The journal show Thought self-leadership involves employee self-influence through cognitive

strategies that focus on individual self-dialogue, mental imagery, beliefs and assumptions, and

thought patterns. Results suggested that individuals who received the thought self-leadership

training experienced increased mental performance, positive affect (enthusiasm), job

satisfaction, and decreased negative affect (nervousness) relative to those not receiving the

training.

LITERATURE REVIEW

a) Supervisory ratings and attitudinal measures

The rating format based on general performance dimensions derived from a field research study

by Goodale and Burke (1975). These performance dimensions were reviewed and revised by

management to ensure the dimensions’ relevance to the trainees. The supervisors rate trainees

on each of 10 performance dimensions on a scale from 7 (excellent) to 4 (average performance)

to 1 (poor performance).

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b) Self-efficacy and bankruptcy perceptions

It is assessed trainees’ perception of their capability to accomplish superior performance at

work. The items representing bankruptcy perceptions were designed to determine the impact of

the training on perceptions of this salient aspect of the subjects’ organization. The response

scale for these items consisted of a 5-point scale from ‘describes me very well’ (5) to ‘does not

describe me at all’ (1).


The primary method used qualitative method which is observational method on the training

intervention. There are a training group that receiving thought self-leadership training and a

group that did not initially receive the training. Forty-eight volunteers’ employees of the Agency

Accounting Department of America West Airlines voluntarily signed up for TSL training. They

were randomly 5 weeks which trainees received instruction from the first to the sixth week on

the application of mental strategies: (1) ice breaker, (2) self-talk, (3) mental imagery, (4)

managing beliefs and assumptions, (5) thought patterns, (6) relapse prevention, . Trainees

received instruction on a process designed to help them avoid relapsing into old negative habits.


The result showed that employees who take part in TSL’s training that is, training that focuses

on creating constructive patterns of beliefs, self-talk, and thought patterns will evidence

enhanced performance over those not receiving the training.

I. Job satisfaction over those not receiving the training.

II. Self-efficacy perceptions over those not receiving the training.

III. Improving employee performance over those not receiving the training.

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At the conclusion of each of the training sessions, the employees were instructed to apply the

skills that they learned to workplace situations. Throughout the training, the employees were

frequently reminded that they must practice these newly learned TSL strategies to benefit from

these mental skills. Additionally, the trainees reported a strong and positive reaction to the

training. Finally, those who received the training experienced enhanced perceptions of self-

efficacy and more optimistic perceptions of the organization's bankruptcy condition than those

not receiving the training.

J5: Afshan Sultana, Sobia Irum, Kamran Ahmed and Nasir Mehmood; Journal of

Contemporary Research In Business; The Impact of Training on Employee Performance.

In this journal, study was carried out to determine the impact of training on employee

performance. Based on this study, it shows that the design and implementation must be

planned and systematic; if organizations invest in right type of employee training it can enhance

employee performance as well as competencies and skills. Training plays an important role to

improve and increase employee performance with changes fostered by technological

innovation, market competition and organizational structuring.

LITERATURE REVIEW

a) Impact of Training on Employee Performance

Training positively influencing employee performance through the development of employee

knowledge, skills, ability, competencies and behavior. Excellent performance determines well

employees performed on the assigned tasks. Workers who received off-the-job training were

less likely to receive on-the-job training, while those who received on-the-job training were

neither more nor less likely to have received off-the-job training. Earnings differentials were not

found to correlate with different types of training.

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b) Impact of Training on Job Involvement of Employees

The employees who are very committed to the job assignments suppose that job assignments

are essential part of their lives. High job involvement is connected with fewer absences and

lower turnover rate. Employees are more concerned about their jobs performance, and are

constantly looking for ways to improve their effectiveness if they rank high on job involvement.

To improve employee performance is to efficiently transfer the skills and knowledge acquired

during training to the actual job. Employees ranking high on job involvement are more motivated

to learn and transfer skills to the actual work setting.

c) Impact of Job Involvement on Employee Performance

Job involvement results in higher job involvement enhance job commitment, which automatically

enhances higher level of performance. Employees who are committed to their job assignments,

they have high level of job involvement and there is a very constructive relationship between job

involvement and performance. There is not a compulsion that the workforce who is more

committed to the job is also expected to remain in the organization for the long time duration.

METHODOLOGY

Simple random sampling has been applied to guarantee that specific groups within a population

are adequately represented in the sample and the efficiency is improved by gaining greater

control on the composition of the sample using quantitative method. The data has been

collected through questionnaires having close ended questions. About 400 questionnaires were

distributed in five telecom companies to different people and a time of one week was given to

them to fill the questionnaires and 360 questionnaires were returned back.


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Training is essential to improve employees performance which it can increase the level of

individual and organizational competency. Other than that it help employees to achieve desired

targets or standards and actual levels of work performance. Training enhances skills,

competency, ability and ultimately worker performance and productivity in organizations. It

followed that organizational success relied on the skills and abilities of their employees.

Employees should be clearly communicated about the potential benefits of training programs so

that they can participate whole heartedly. Trainer should be from within the organization

because trainees feel more comfortable to communicate and discuss issues and problems.

CHAPTER 3


3.1 Introduction

Research methodology will discuss in this section included the research design, data

collection method and conduct data analysis.

3.2 Research Design

For this research we use qualitative research aimed to explore the extent to which

employees utilize learning and training activities and to explore do workers able

complete their task very well once they have been trained compare to those who are not

receives training especially provided by Hacks Company.

3.3 Research Technique

The Data was collected through interview via email. Unstructured interview is selected to

develop set of questions in order to receive responses from small group of the Hacks

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Management. The questions consisted of 16 questions. The questions was answered by

Hacks’ manager. The interview covered needed of training, type of training and the

impact of training toward worker, gender, employees’ performance and satisfaction.

3.4 Data Analysis

Survey method (interviews) was selected in descriptive study pattern. After the

company answered our question, then we described the responses given. Most of our

question is open-ended question which allow for a greater variety of responses from

Hacks company. Hacks’ manager taking three days to reply all the question before

submit back to us.

CHAPTER 4

FINDING

4.1 From employer’s view of learning and training for an ageing workforce, does the

age will be a main factor that will influence the types of training that will be given to older

workers?

Question:

4.1.1) What type of training that Hack’s company provides to the older workers and how does

your company determined that particular type of training suit with those older workers?

Answer: Our company provided on-the-job training to them and they are guided by experienced

operator and supervisor. Normally we won’t take workers above 50 year old because it will be

difficult for them to learn. The training will be given on their first day of work.

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4.1.2)How do older workers utilize the training provided by your company? Do older workers

from Hacks Company receive appropriate training to develop their skills?

Answer: Yes. Older workers will get training time to time because sometimes there will be

changes in production flow . And the training and retraining given because we try to prevent

older worker from skill obsolescence and also to prevent workers from becoming outmoded.

4.1.3)How was the outcome from the training given? Did the result of training that given to older

workers proved to be successful?

Answer: Normally it will successful, we will put another experience worker to oversee and

guided them.

4.2 How the individual tasks choice and division of challenging tasks between men

and women can help Hack’s Company to determine the type of appropriate training for

different gender especially for women workers.

Question:

4.2.1) Does Hack’s company concern about the career development towards your woman’s

workers especially during give training session and why?

Answer: Yes, because they need more exposure in the job especially when they need to do a

specific job and they need a more attention when mixing a hacks flavor.

4.2.2) In term of work performance between men and women, who perform better and how can

the firm take those different gender’s performance as a challenges to their advantage?

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Answer: Our production flow will break into two sections which is plastic and packing. Plastic

will be operated by men and packing will be operated by women. So, here don’t have a different

gender’s performance. They perform very well with their own specific tasks.

4.2.3) Based on their performance and completed the task, who need more training and why?

Answer: Normally both group need training, because they are different section, different issue

and different safety aspect. The positive feedback will get after a training provided to them.

4.2.4) Do men and women employees Hack’s Company have the discrimination in terms of

allocating tasks?

Answer: No. Because we as a manager give a different training for the both gender. For

example, during orientation training we give the different information, different training and

guided by expert worker or supervisor based on their tasks, section and department.

4.3 How training program can helped Hacks company’s employees become more

motivated toward their job?

Question:

4.3.1) Do you think that Hacks company’s employees become more motivated toward their job

after getting training?

Answer: Yes. After them getting training, our productivities will increases, the defect items was

reduce and workers’ turnover also decreases . And employees who are highly motivated are

more likely to complete the program and to apply their training on the job.

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4.3.2) How training environment become so important to the firm? And how can it increase

worker skills?

Answer: It will reduce numbers of accident and employees can the chance to learn more about

their work and with this they will be more careful and appreciate what they are doing.

4.3.3)How your employees get motivated to perform their level best in the task given?

Answer: There will be rewards for them such as holiday trip, bonus and promotion and

company also will give special award to workers who achieve the company goal and production

target.

4.4 Does Thought Self Leadership (TSL): The Impact Off Mental Strategies Training

On Employee Cognition, Behavior And Effect?

Question:

4.4.1) Does thought self-leadership (TSL) providing the company with the satisfaction from the

employees’ performance?

Answer: Yes. We do satisfy with the performance of our employees who’s already received the

training. Because they are able to do their task very well once they have been trained.

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4.4.2) Based on your company’s experience, is it true that individual who receiving TSL training

enhanced their job satisfaction, self-efficacy perceptions and help in improving employees’

performance over those who are not receiving the training?

Answer: Absolutely yes. Compared to those who are not receives training, their beliefs about

their capabilities to produce expected levels of performance increased. Actually, everyone in

this company received training but in different section. This training program helped them to

think, motivate themselves and behave in a good manner that will lead to the excellent

performance.

4.4.3) What are your company’s actions to maintain the employees’ well performance and how

does it change your company level of success?

Answer: We are encouraging our workers to maintain their well performance by frequently

observation and reward them if they are the expected target of company. Good performances

lead to quality of work and product.

4.5 How training can impact on employees’ Performance, employees’ satisfaction

and job involvement of employees in Hacks Company?

Question:

4.5.1) How does Hacks company training give positive impact towards employees

performance?

Answer: They are more committed with their job and dedicated with the task given. For

example, employees complete their task on the time given. And it help employees to achieve

desired targets or standards and actual levels of work performance.

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4.5.2) Do employees feel satisfied with the training given by Hacks Company?

Answer: Yes. It can be seen from employees’ performance on their job. They perform better

with the training given.

4.5.3) Do employees really committed and more involved in their job once they undergo

training?

Answer: Yes. Employees become more committed and can see their improvement before and

after training. All employees cooperate each other to achieve the company’s goal.

CHAPTER 5

DISCUSSION AND CONCLUSION

5.1 Discussion 1

Journal stated that majority of respondents discovered that employers did not provide

appropriate learning and training opportunities specifically for older workers, this reinforces older

workers generally having fewer qualifications than younger generations. Older workers receive

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shorter training and lower quality than that for younger. And older workers continue to receive

less education and training, especially in formal settings. It seems that organizations are not

responsive to demographic change.

Based on Hacks Company, manager will provide training and retraining opportunities for their

older workers for the following reasons, first to prevent skill obsolescence and to prevent

workers from becoming outmoded. Normally Hacks company won’t take workers above 50 year

old because it will be difficult for them to learn. The training section will guided by experienced

operator and supervisor. And older workers will get training time to time.

Due to the result from both, journal and hacks company have opposite aspects which there an

interaction opinion between them. From hacks company view’s we can conclude that the result

of appropriate training that given to older workers proved to be successful. Normally it will

successful, managers actively provide support to their employees’ training efforts through

opportunities to use skills learned, provide feedback about their attempts to transfer trained

skills. In addition, manager also ensure employees’ training efforts are supported by peers and

subordinates.

5.2 Discussion 2

Result showed that men and women in the sample did not differ in their individual choice to

perform challenging tasks, but after task allocation in opposite-sex dyads men ended up with

more of the challenging tasks, whereas women ended up with more of the non-challenging

tasks. These gender differences in challenging experiences are usually attributed to

discrimination. However, because men and women did not differ in either their general self-

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efficacy or the number of challenging tasks they individually chose to perform, we found no

support for the suggestion that women, because of their lower general self-efficacy, are less

willing to engage in challenging tasks than men.

While, Hacks company very concern about their workers because they believe that workers

need more exposure in the job especially when they need to do a specific job and when they

need a more attention during do specific process. The training will be provided based on their

tasks, section and department. According their task, the company don't’ have a discrimination

task between men and women employees because the company already divided specific task

for their workers such as plastic will be operated by men and packing will be operated by

women but we allocate the easy task for women employees and challenging task for men

employees.

According to journal source and the company hacks feedback, both of the company have a

distribution in task which is men get a challenging work than women because as a management

concern their safety aspects and different issues. Women may face difficulties in doing

challenging task compared to men. Different tasks distributed according to employees abilities

in order to make sure they can perform better.

5.3 Discussion 3

Result showed that supervisors should actively provide support to their employees’ training

efforts through activities such as providing them with opportunities to use skills learned in

training, providing them with feedback about their attempts to transfer trained skills, and

rewarding successful skill transfer. The results further suggest that in order to encourage

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effective transfer of training skills, supervisors should strive to foster a climate in which

employees’ training efforts are supported by their peers and subordinates.

Based on Hacks company feedback, they believe that by providing a functional training

environment to their employees, they can increase productivity and reduce defects . Employees

also become more motivated toward their job and more likely to complete the tasks and apply

their training on the job. Training environment help Hacks reduce numbers of accident and

employees will be more careful and appreciate what they are doing. Moreover, in order to keep

their employees motivated, they provide them with various rewards such as holiday trip, bonus,

promotion and awards for successfully achieving company goal as well as production target.

As a result from the journal and Hacks feedback, we can conclude that both of them focus on

providing good training environment to allow employees to use the skills they have learned

through training and at the same time reward them for their effort in executing a successful skill

transfer from training to real work grounds.

5.4 Discussion 4

Based on journal, employees who take part in self-leadership training proved that they

enhanced their job satisfaction, self-efficacy perceptions, and improving employee’s

performance compared to those who are not receives the training. Additionally, throughout the

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training, the employees were frequently reminded that they must practice these newly learned

Tough Self Leadership strategies to benefit from these mental skills.

However, Hacks company satisfied with the performance of their employees who’s already

received the training. Because they are able to do their task very well once they have been

trained. Different with those who are not yet receives training because once they have been

trained, they increased their beliefs about their capabilities to produce expected levels of

performance. They are able to think, motivate themselves and behave in a good manner that

will lead to the excellent performance. To maintain their employees’ well performance, they do

the frequently observation and reward their employees if they are achieved the expected target

of company. Good performances from employees lead to quality of work and product.

Through this findings, what we found out from both journal and hacks company, it can be

concluded that employees who’s received training can performs very well then distributed the

company with the benefits from the training provided.

5.5 Discussion 5

Journal stated that training is essential to improve employees performance which it can increase

the level of individual and organizational competency. Employees able to achieve desired

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targets or standards and actual levels of work performance. Training enhances skills,

competency, ability and ultimately worker performance and productivity in organizations. It

followed that organizational success relied on the skills and abilities of their employees, and this

means that organizational success depends to an extent on considerable and continuous

investment in training.

However, employees in Hacks company are more committed and dedicated in their job.

Employees feel more satisfied with the training provided and given to them. In addition,

employees perform better once they undergo training. Employees are more involved and their

intention is to achieve the company’s goal and their improvement can be seen in their

performance on their job.

According to journal source and Hacks Company feedback, both stated that training is important

to improve employees performance which it can increase the level of individual and

organizational competency. On top of that, it help employees to achieve desired targets or

standards and actual levels of work performance. Employees are more committed on their job

once they undergo training during a specified time. Employees perform better once they receive

a proper training.

OVERALL CONCLUSION

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Training and career development are very vital in any company or organization that aims at

progressing. Training simply refers to the process of acquiring the essential skills required for a

certain job. It targets specific goals, for instance understanding a process and operating a

certain machine or system. Training is essential in each organizations to improve employees

performance which it can increase the level of individual and organizational competency. Other

than that, it help employees to achieve desired targets or standards and actual levels of work

performance. Training enhances skills, competency, ability and ultimately worker performance

and productivity in organizations.

However, there are many benefits one can obtain by investing in proper staff training, number

one being efficiency. A well trained staff will help reduce the risks of potential mishaps within the

business, and it will condition the employee to give his or her best in any given task. Every

business has its own culture and way of doing things, and when a new employee enters the so-

called 'corporate family' it is vital to instruct the employee on the know-how of the business and

how it operates.

A properly trained employee becomes more informed about procedures for various tasks. The

worker confidence is also boosted by training and development. This confidence comes from

the fact that the employee is fully aware of his/her roles and responsibilities. It helps the worker

carry out the duties in better way and even find new ideas to incorporate in the daily execution

of duty. A well organized training and development program gives the workers constant

knowledge and experience. Consistency is very vital when it comes to an organization’s or

company’s procedures and policies. This mostly includes administrative procedures and ethics

during execution of duty. Finally, we conclude that in every company training is necessary in

helping employees to learn according to their job scope.

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