EFFECTIVE STAFF TRAINING AND BUSINESS PERFORMANCE

Can Effective Staff Training Increase Business Performance

Abstract

The data were gathered in a UK using employee questionnaires. Medical specialists were not included in the study. The results of the study suggest that employee development (e.g. skills training, general training, and task enrichment) and employee involvement (e.g. job autonomy, participation in decision making) are important HR practices in creating a high performance work climate in a health care organisation. The data come from one hospital and the analysis is cross-sectional. However, the importance of the study lies in its focus on the individual employee perspective rather than the organisational level analyses which currently predominate in the HRM and performance debate. The training and development of health care employees can increase their affective commitment. Increasing employee involvement can also help stimulate citizenship behaviour.

Table of Contents

Chapter I4

Aim Of The Paper4

Background/Rationale To The Project4

Rationale For The Project6

Chapter II7

Literature Review7

Human Resource Management And Effective Training In Health Care7

Theoretical Background And Hypotheses10

Chapter III16

Methodology16

Methods16

Employee Sample16

Measures17

High performance work practices17

Affective commitment18

Organisational citizenship behaviour18

Control variables19

Analysis19

Results19

Descriptive statistics19

Findings20

Chapter IV22

Discussion22

Limitations24

Conclusion27

References29

Appendix35

Chapter I

Introduction

Aim Of The Paper

This paper aims to present an empirical study of the effective training of the employees enhance employee performance in the health care sector. The theory suggests that individual employees are willing “to go the extra mile” when they are given the opportunity to develop their abilities and to participate, and when they are motivated.

Background/Rationale To The Project

HRM and employee training reveals that much of the research on the topic has been concerned with the widespread “adoption” of various training strategies without a robust and clear assessment of how widespread had been the actual adoption of training strategies. Despite the large number of studies that have investigated the theory and practice of employee training, and suggested that training strategies are attracting considerable managerial interest, a severe deficiency in empirical data exists regarding “what accounts for this resurgence of interest in training?” Furthermore, the degree to which the adoption of training strategies reflect new and different attitudes and practices among the non-managerial workforce has remained unanswered or less certain to say the least. Finally, the existing research pertinent to training and its consequences for organisational performance is rarely sufficiently targeted at more specific institutional settings of less-developed economies but attend instead to organisations affiliated to advanced industrial nations. In other words, questions remain about the current state of employee training in more specific institutional settings of developing countries, the nature of management's quest for training, the extent of its application across organisations, and finally, its pervasiveness and impact on overall individual and organisational performance.

Testing the added value of human resource management (HRM) to firm performance has become increasingly popular since the mid-1990s. The early work of Arthur (1994), Huselid (1995) and MacDuffie (1995) indicates that HR practices have a significant impact on firm performance. More than a decade later, over 100 studies on the added value of HRM have been published in this field (Boselie et ...