Enhancing Training Programs Through Employee Feedback: A Study of Perceived Effectiveness, Skill Development, and Organizational Impact Author : 1

© 2024 IJRAR September 2024, Volume 11, Issue 3 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138) Enhancing Training Programs Through Employee Feedback: A Study of Perceived Effectiveness, Skill Development, and Organizational Impact Author : 1 MS. Kinjal Solanki PP Savani University NH 8, GETCO, Near Biltech, Dhamdod, Kosamba, Surat, Gujarat, India. Author : 2 MS. Nidhi raj PP Savani University NH 8, GETCO, Near Biltech, Dhamdod, Kosamba, Surat, Gujarat, India. Purpose: This research aims to evaluate the effectiveness of training programs within an organization from the perspective of its employees. Specifically, it seeks to assess employee perceptions of the training, evaluate the impact on job performance, identify preferred training methods, and provide recommendations for improving training programs. Understanding these factors is crucial for aligning training initiatives with organizational goals and enhancing employee development. Methodology: A descriptive research approach was employed, utilizing a survey administered through a Google Form questionnaire to collect primary data from approximately 120 employees across various organizational levels. The study also incorporated secondary data from journals, research papers, articles, and other online and offline sources. Data analysis involved tabulating responses and presenting findings through charts and graphs to facilitate interpretation. Results: The findings reveal a predominantly male workforce with 80% male and 20% female respondents. Most employees (39.2%) have been with the organization for 1-3 years, and the age distribution indicates a youthful workforce, with 76.7% of respondents aged between 18- 27 years. A significant majority (98.3%) of employees find the training programs useful, and 96.7% believe that training helps in acquiring new skills and technology. Various training methods are used, with discussion being the most common method, followed by lectures, presentations, and seminars. The study also shows that 95% of employees feel that frequent training positively impacts performance, while 97.5% believe that training has increased their knowledge and contributed to their career progression. IJRAR24C2482 International Journal of Research and Analytical Reviews (IJRAR) 711 © 2024 IJRAR September 2024, Volume 11, Issue 3 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138) Keywords: Employee Training, Training Effectiveness, Employee Development, Job Performance, Career Development, Organizational Success, Training Outcomes Conclusion: The research highlights a generally positive perception of the organization's training programs, with employees valuing the training and acknowledging its impact on their job performance and career development. However, the gender imbalance and the need for improved retention strategies for older employees are identified as areas for potential improvement. To enhance training effectiveness and address these issues, the organization should focus on diversifying its workforce, refining training methods based on employee feedback, and implementing strategies to retain experienced employees. These insights can help the organization optimize its training programs and support overall organizational success. Introduction Employee training and development programs are critical components in enhancing organizational performance and achieving strategic goals (Vajpayee, 2017). In today’s rapidly evolving business environment, organizations must continually adapt to changes in technology, market demands, and competitive pressures of Industry 5.0 education and transformation (Vajpayee, 2024). Effective training programs not only equip employees with the necessary skills and knowledge to perform their jobs efficiently but also contribute to their personal growth and career advancement (Chakraborty and Vajpayee, 2017; Noe, 2020; Goldstein & Ford, 2002). The purpose of this research is to examine the effectiveness of training programs within an organization from the perspective of its employees. By understanding how employees perceive these programs, organizations can better tailor their training initiatives to meet both organizational needs and employee expectations (Salas, Tannenbaum, Kraiger, & Smith- Jentsch, 2012). This study focuses on a population of approximately 120 employees working at various levels within the organization. Using a descriptive research approach, data was collected through a structured questionnaire distributed via Google Forms. The research also leverages secondary data from journals, research papers, and other reputable sources to support and contextualize the primary findings (Creswell & Creswell, 2018). Key areas of investigation include the impact of training on job performance, skill acquisition, and overall job satisfaction. Additionally, the study explores the methods of training delivery, selection processes for training programs, and the perceived frequency and effectiveness of these initiatives (Aguinis & Kraiger, 2009). By analysing and interpreting this data, the research aims to provide actionable insights that can help organizations enhance their training programs, thereby fostering a more skilled, satisfied, and productive workforce (Arthur, Bennett, Edens, & Bell, 2003). Review of Literature Employee Training and Development Employee training and development have been recognized as pivotal elements in enhancing organizational performance. Noe (2020) emphasizes that effective training programs equip employees with necessary skills and knowledge, leading to improved job performance and personal growth. Training and development are essential for maintaining a competitive edge in a rapidly evolving business environment (Goldstein & Ford, 2002). Salas et al. (2012) highlight that training programs must be aligned with organizational goals to be effective. They argue that training should not only focus on imparting specific skills but also on fostering a culture of continuous learning and improvement. The study underscores the importance of incorporating feedback mechanisms and regular evaluations to assess the impact of training programs. IJRAR24C2482 International Journal of Research and Analytical Reviews (IJRAR) 712 © 2024 IJRAR September 2024, Volume 11, Issue 3 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138) Impact on Job Performance Several studies have documented the positive impact of training on job performance. Arthur et al. (2003) conducted a meta-analysis of training effectiveness and found that well-designed training programs significantly enhance employee performance. The study suggests that the success of training initiatives largely depends on the methods used for training delivery and the relevance of the training content to the employees' job roles. Aguinis and Kraiger (2009) explore the broader benefits of training, noting that it not only improves individual performance but also contributes to team effectiveness and overall organizational success. They emphasize that training programs should be strategically planned and continuously updated to reflect changing organizational needs and technological advancements. Methods of Training Delivery The method of training delivery is crucial to its effectiveness. Blanchard and Thacker (2013) identify several common training methods, including on-the-job training, classroom-based training, e-learning, and blended learning approaches. Each method has its advantages and limitations, and the choice of method should be based on the training objectives and the specific needs of the employees. E-learning, for instance, offers flexibility and accessibility, allowing employees to learn at their own pace (Rosenberg, 2001). However, it may lack the personal interaction and immediate feedback provided by traditional classroom training. Blended learning, which combines online and face-to-face training, is often cited as an effective approach that leverages the strengths of both methods (Garrison & Vaughan, 2008). Employee Perceptions and Satisfaction Understanding employees' perceptions of training programs is critical for their success. Saks and Belcourt (2006) found that employees' satisfaction with training is influenced by several factors, including the relevance of the training content, the competence of the trainers, and the applicability of the training to their job roles. They argue that organizations should actively seek feedback from employees to continuously improve training programs (Varma, Vajpayee and Sanghani, 2024; Soni, Vajpayee and Sanghani, 2024). Rouiller and Goldstein (1993) highlight the concept of transfer of training, which refers to the extent to which employees apply the skills and knowledge gained from training to their jobs. They found that a supportive work environment and opportunities to practice new skills are key factors that influence the transfer of training (Patwari and Vajpayee, 2024; Varma, Vajpayee and Sanghani, 2024). Training Program Evaluation Evaluating the effectiveness of training programs is essential for ensuring their continued relevance and impact. Kirkpatrick's (1996) four-level model of training evaluation is widely used for this purpose. The model assesses training outcomes at four levels: reaction, learning, behaviour, and results. Phillips (1997) expanded this model to include a fifth level, return on investment (ROI), which measures the financial impact of training programs. Evaluations should be both formative and summative. Formative evaluations, conducted during the development and implementation of training programs, help identify areas for improvement. Summative evaluations, conducted after the training, assess the overall impact and effectiveness of the training (Scriven, 1991). The literature review underscores the importance of well-designed and strategically aligned training programs in enhancing employee performance and organizational success. Effective training methods, continuous evaluation, and a supportive work environment are critical factors that contribute to the success of training initiatives. By understanding and addressing employees' perceptions and feedback, organizations can create a culture of continuous learning and development, ultimately leading to sustained competitive advantage. IJRAR24C2482 International Journal of Research and Analytical Reviews (IJRAR) 713 © 2024 IJRAR September 2024, Volume 11, Issue 3 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138) Need for the Research In today’s dynamic and highly competitive business environment, organizations are increasingly recognizing the critical role that employee training and development play in achieving and maintaining a competitive edge. However, despite significant investments in training programs, many organizations struggle to assess their effectiveness and impact on employee performance and organizational outcomes. Bridging the Gap between Investment and Effectiveness: Organizations often invest substantial resources in training programs with the expectation of improving employee skills, productivity, and overall performance. However, without proper assessment, it is challenging to determine whether these investments are yielding the desired results. This research aims to bridge this gap by providing insights into how employees perceive the effectiveness of training programs and identifying areas for improvement. Understanding Employee Perceptions: Employee perceptions and experiences with training programs are crucial for understanding the real impact of these initiatives. Studies have shown that employees who perceive training as beneficial are more likely to apply the learned skills in their job roles, leading to improved performance and job satisfaction (Salas et al., 2012). This research seeks to delve into employees’ perspectives to gauge their satisfaction levels and identify factors that contribute to the perceived success or failure of training programs. Enhancing Training Program Design: Effective training programs are those that are carefully designed and tailored to meet the specific needs of the organization and its employees. By analyzing data on employees’ experiences and perceptions, this research aims to provide actionable insights that can help organizations design more effective training programs. This includes understanding the preferred methods of training delivery, the relevance of training content, and the impact of training on job performance. Supporting Organizational Goals: Training and development programs are not just about individual employee growth; they are also critical for achieving broader organizational goals. Organizations that invest in well- designed training programs are better positioned to adapt to changes, innovate, and maintain a competitive advantage (Noe, 2020). This research underscores the importance of aligning training programs with organizational objectives and demonstrates how employee feedback can be used to refine these programs. Contributing to Existing Literature: While there is extensive literature on the benefits of training and development, there is a continuous need for empirical studies that provide current and context-specific insights. This research contributes to the existing body of knowledge by providing up-to-date data on the effectiveness of training programs within a specific organizational context. It also highlights emerging trends and challenges in employee training, offering valuable information for both practitioners and researchers. Promoting a Culture of Continuous Learning: A culture of continuous learning is essential for long-term organizational success. By identifying the strengths and weaknesses of current training programs, this research encourages organizations to foster an environment where continuous learning and development are prioritized. This, in turn, can lead to higher employee engagement, retention, and overall organizational performance (Aguinis & Kraiger, 2009). The size of employee and structure of the group play important role in enhancing organizational culture (Vajpayee and Karthik, 2019). The positive organizational culture reflects in better employee and employer relationship, employee satisfaction (Vajpayee and Sanghani, 2017; Chakraborty et al, 2017) and in long run it reflects in happiness and longevity of life (Vajpayee and Sanghani, 2022; Vajpayee et al, 2022). Transforming the organizational leadership with mindfulness has also fount associated with better employee employer relationship (Vajpayee and Sanghani, 2023). IJRAR24C2482 International Journal of Research and Analytical Reviews (IJRAR) 714 © 2024 IJRAR September 2024, Volume 11, Issue 3 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138) The need for this research is driven by the imperative to ensure that training and development programs are not only effective but also aligned with the needs of both employees and the organization. By providing a comprehensive analysis of employees’ perceptions and the impact of training programs, this research aims to offer practical recommendations that can enhance the effectiveness of training initiatives and contribute to the overall success of the organization. Objectives of the Research The primary aim of this research is to evaluate the effectiveness of training programs within an organization from the perspective of its employees. To achieve this overarching goal, the research is guided by the following specific objectives Assess Employee Perceptions of Training Programs: ● To understand how employees, perceive the value and relevance of the training programs they have participated in. ● To identify the levels of satisfaction among employees regarding the training programs. Evaluate the Impact of Training on Job Performance: ● To determine the extent to which training programs have enhanced employees' job performance. ● To assess whether the training has contributed to the acquisition of new skills and knowledge applicable to their job roles. Identify Preferred Methods of Training Delivery: ● To explore the various methods of training delivery (e.g., classroom training, e-learning, on-the-job training) and identify which methods are preferred by employees. ● To evaluate the effectiveness of different training methods in achieving the desired learning outcomes. Examine the Role of Training in Career Development: ● To investigate how training programs have impacted employees' career progression and development within the organization. ● To assess whether employees feel that training opportunities have contributed to their professional growth. Analyse the Frequency and Consistency of Training Programs: ● To assess the regularity and consistency with which training programs are offered within the organization. ● To determine if the frequency of training is sufficient to meet the ongoing development needs of employees. Evaluate the Organizational Support for Training: ● To explore the extent to which the organization supports and encourages participation in training programs. ● To identify any barriers or challenges employees face in accessing training opportunities. By achieving these objectives, this research aims to provide a comprehensive evaluation of the effectiveness of training programs within the organization. The insights gained will help in optimizing training strategies, thereby enhancing employee performance, job satisfaction, and overall organizational success. IJRAR24C2482 International Journal of Research and Analytical Reviews (IJRAR) 715 © 2024 IJRAR September 2024, Volume 11, Issue 3 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138) Research Design: This study utilizes a descriptive research approach aimed at collecting and analysing data on employees' perspectives regarding training programs within an organization. Descriptive research is chosen to provide a detailed account of the training's impact as perceived by the employees. Research Population: The target population for this study includes approximately 120 employees working at various levels within the organization. This diverse sample provides a comprehensive view of the training program's impact across different job roles and experience levels. Source of Data: ● Primary Data: Primary data was gathered through a structured survey administered via Google Forms. This method ensured wide reach and ease of response for participants. ● Secondary Data: Secondary data was collected from various sources, including journals, research papers, articles, and websites. These sources provided additional insights and supported the primary data with existing literature and studies on training effectiveness. Sampling Size: The sample size for this study was a minimum of 120 employee responses. This size was deemed sufficient to ensure representativeness and reliability of the findings. Sample Unit: The sample included employees aged between 18 and 60 years. This range ensured the inclusion of a broad spectrum of employees, from young professionals to those with significant work experience. Methods of Data Collection: ● Primary Data: Data was collected through a Google Form questionnaire, which included a mix of closed and open-ended questions. This method facilitated efficient data collection and analysis. ● Secondary Data: Various sources were utilized to collect secondary data, including academic journals, research papers, articles, and reliable websites. These sources helped corroborate the primary data and provided a broader context for the findings. Tools/Instrument for Data Collection: A well-structured questionnaire was designed and used as the primary tool for data collection. The questionnaire was developed to capture detailed information on employees' experiences and opinions regarding the training programs. Data Interpretation/Analysis: Upon collection, the data was tabulated and analyzed using statistical methods. Charts and graphs were created to visually represent the data, making it easier to identify trends and draw meaningful conclusions. Descriptive statistics were used to summarize the data, while interpretative analysis provided insights into the employees' perceptions of the training programs. IJRAR24C2482 International Journal of Research and Analytical Reviews (IJRAR) 716 © 2024 IJRAR September 2024, Volume 11, Issue 3 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138) Table 1: Demographics and Employment Details Category Percentage Frequency Male Female 80% 100% 96 24 19.2% 23 39.2% 47 25% 30 16.7% 20 32.5% 39 44.2% 53 13.3% 16 10% 12 Years Working with Organization 0-1 year 1-3 year 3-6 year 4-8 year Age 18-22 23-27 28-32 33-37 Table 2: Training Effectiveness and Methods Category Percentage Yes 98.3% No 1.7% Acquiring New Skills through Training Yes 96.7% No 3.3% Acquiring New Skills through Training Yes 96.7% No 3.3% Frequency 118 2 96.7% 3.3% 96.7% 3.3% Training Methods Attended Lecture Discussion Presentation Seminar On joining the company Compulsory for all employees Upon employee request Supervisors recommendation IJRAR24C2482 23.3% 28 31.7% 38 22.5% 27 22.5% 27 23.3% 28 42.5% 51 15% 18 19.2% 23 International Journal of Research and Analytical Reviews (IJRAR) 717 © 2024 IJRAR September 2024, Volume 11, Issue 3 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138) Table 3: Impact and Satisfaction with Training Programs Positive Impact on Performance Category YES NO Knowledge Level Increased Agree Disagree Percentage 95% 5% Frequency 114 6 97.5% 2.5% 117 3 Employee Progress After Training Yes No 97.5% 2.5% 117 3 Satisfaction with Training Impact Excellent Very good Average Poor 63.3% 28.3% 7.5% 0.9% 76 34 9 1 63.3% 28.3% 7.5% 0.9% 76 34 9 1 63.3% 28.3% 7.5% 0.9% 76 34 9 1 Satisfaction with Training Impact Excellent Very good Average Poor Satisfaction with Training Impact Excellent Very good Average Poor Satisfaction with Training Infrastructure Satisfied Not satisfied 98.3% 1.7% 118 2 81.7% 17.5% 0.8% 98 21 1 39.2% 53.3% 6.7% 0 .8 47 64 8 1 Impact of Training on Performance Good Average Poor Relevance of Training to Work Effective Very effective Not sure Not relevant The study reveals that the majority of respondents, comprising 80% males and 20% females, find training programs highly beneficial, with 98.3% acknowledging their usefulness for job performance and 96.7% affirming their role in skill and technology acquisition. Most employees, particularly those aged 23-27 (44.2%) and with 1-3 years of tenure (39.2%), favour training methods like discussions (31.7%) and IJRAR24C2482 International Journal of Research and Analytical Reviews (IJRAR) 718 © 2024 IJRAR September 2024, Volume 11, Issue 3 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138) presentations (22.5%). Training is often compulsory (42.5%) or based on supervisors' recommendations (19.2%). Post-training, 97.5% report increased job knowledge and progress, while 95% see a positive performance impact. Satisfaction levels are high, with 63.3% rating the training as excellent and 98.3% content with the infrastructure. Overall, training is deemed highly relevant, with 53.3% finding it very effective for their work. Discussions Gender Distribution: The gender distribution shows a significant majority of male employees (80%) compared to female employees (20%). This imbalance could reflect broader organizational or industry trends and might indicate potential gender diversity issues. The organization might need to assess whether there are barriers to female participation or if there is a need for targeted recruitment strategies to achieve a more balanced gender representation. Addressing gender diversity can not only improve workplace inclusivity but also enhance organizational performance by bringing diverse perspectives and ideas. Number of Years Working with the Organization: The data reveals that the majority of employees (39.2%) have been with the organization for 1-3 years, with a significant proportion (25%) having worked for 3-6 years. This indicates a relatively stable workforce but also highlights that a substantial number of employees are relatively new. The 0-1-year group might represent recent hires or new hires, potentially indicating an influx of fresh talent. The organization should consider strategies for retaining these new employees and integrating them effectively into the company culture. Retention strategies such as mentorship programs, career development opportunities, and engagement initiatives could be important to reduce turnover and foster long-term commitment. There is need of training program with harmonious intervention and recreational activities for better mental wellbeing (Patwari and Vajpayee, 2023; Vajpayee, 2023). Age Distribution: The age distribution shows a predominance of younger employees, with 76.7% aged between 18-27 years. This demographic trend suggests a youthful workforce that may bring enthusiasm and innovation to the organization. However, a low representation of employees aged 28-37 years might suggest that the organization could be facing challenges in retaining employees as they mature in their careers. It is crucial for the organization to provide career development opportunities, work-life balance, and competitive compensation to address potential turnover issues among older age groups. Engaging this demographic effectively can help in sustaining a well-rounded and experienced workforce. Perception of Training Usefulness: The overwhelmingly positive perception of training programs, with 98.3% of respondents finding them useful, indicates that employees value the training opportunities provided. This high level of perceived usefulness suggests that the training programs are well-received and likely aligned with employees' needs and job roles. However, the 1.7% of respondents who do not find the training useful highlight a small but significant area for improvement. The organization should investigate the specific reasons for this dissatisfaction and consider conducting more detailed needs assessments or tailoring training content to better address diverse employee needs (Vajpayee and Ramachandran, 2019; Vajpayee, 2023). Regular feedback mechanisms and adjustments based on employee input can enhance the relevance and effectiveness of training programs and lower the conflicts in employees with HR redressal committees (Vajpayee, Patwari and Sanghani, 2022). Conclusion: Overall, the findings reflect a generally positive view of the organization's training programs and a relatively stable and youthful workforce. However, the gender imbalance and the need to address the potential turnover of more experienced employees are areas that warrant attention. By focusing on diversity, retention strategies, and continually improving training programs based on employee feedback, the organization can enhance its overall effectiveness and maintain a competitive advantage in the marketplace. The insights gained from this IJRAR24C2482 International Journal of Research and Analytical Reviews (IJRAR) 719 © 2024 IJRAR September 2024, Volume 11, Issue 3 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138) research provide valuable information for refining training strategies, improving employee satisfaction, and achieving organizational goals. References 1. Aguinis, H., & Kraiger, K. (2009). Benefits of Training and Development for Individuals and Teams, Organizations, and Society. Annual Review of Psychology, 60(1), 451-474. 2. Aguinis, H., & Kraiger, K. (2009). Benefits of Training and Development for Individuals and Teams, Organizations, and Society. Annual Review of Psychology, 60(1), 451-474. 3. Arthur, W., Bennett, W., Edens, P. S., & Bell, S. 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