Chapter 1:

Introduction
1.1 Background of the Study
Non-Government Organizations (NGOs) in Pakistan have been existing since its
independence in 1947. They generally work for rehabilitation as well as social welfare, and to
serve the poor and marginalized people. The number of NGOs has remained static for some
thirty years, but has mushroomed in 1980s and 1990s. From a macro-perspective, NGOs have a
strong potential to improve and widen the space for Pakistani citizens to engage in the human
and social development of the nation. There are five laws under which NGOs in Pakistan
operate. The Societies Registration Act of 1860 pertains to professional, cultural and educational
bodies. The Trust Act of 1882 provides legal cover for private acts of public charity. Many NGOs
are registered under Cooperative Societies Act of 1952. The Voluntary Social Welfare Agencies
Ordinance was promulgated in 1961 to regulate and assist the development of NGOs undertaking
welfare activities. The Companies Ordinance of 1984 allows NGOs to set themselves up as nonprofit companies (Asian Development Bank, 1999).

NGOs have played a distinguished role in creating awareness of issues human and legal
rights, women in development, and overpopulation. By showing their ability to succeed where
government has had difficulties, NGOs have helped change national perceptions and policies
concerning sustainable development (Asian Development Bank, 1999). In recent years, NGOs
have become increasingly important player in designing and delivering community based
programs. The credit goes to NGO professionals who devote their lives for this cause. Like other
sectors, the employees in NGO sector have emotions and expectations. They constantly seek for
satisfaction with job in order to show higher productivity.
High staff turnover and poor performance have been persistent issues for both
international and local non government organizations (NGOs). This is mainly because the
employees are less satisfied with their jobs. The issues have often been connected to the
difficulties in punctualities. Financial and non-financial constraints in NGOs including multicultural environments in many of those made the situation more complex and hard to tackle.
People In Aid, therefore, commissioned research to look at ways in which these organizations
can and do punctual their staff. The factors responsible for low employee punctual and high
turnover, as revealed through the research, are low salary, restructuring and job insecurity,
increased employment opportunities elsewhere, issues of personal safety and security, lack of

respect and appreciation, under employment, lack of development opportunities, work culture
within the workplace and non alignment of values (People In Aid, 2007).
Employee satisfaction has become one of the most attentions-demanding concerns of the
managers, decision makers and employers world over. This is predominantly because of the
significant influence of employees satisfaction on their performance. Literature shows that the
employees who are satisfied with their jobs perform noticeably better than those who are
unsatisfied. There is a wide range of driving forces of job satisfaction; employee training is one
of them. Glance et al. (1997) stressed that training enhances the commitment of employee with
the organization.

Training deals with the efforts made to bring improvement in the performance of
employees. Organizations invest much of its capital on training (Jones et al., 2008) studied the
association of training, job satisfaction and workplace performance. Results of a 2000 survey of
271 network professionals conducted by Lucent Care showed that the most important factor in
job satisfaction was the opportunity to learn new skills (Blum & Kaplan, 2000). A survey of one
thousand employees of Xeroxs European Business Service Centre found training and education
were key priorities for staff (Pischke, 2001). Likewise, a 2000 Computerworld survey of 575 IT
professionals found that dissatisfied employees attributed their job dissatisfaction in part to
inability to get the training they wanted (Melymuka, 2000). A study of nurses in the United
Kingdom found that dissatisfaction with promotion and training opportunities had a stronger
impact on job satisfaction than workload or pay (Shields & Ward, 2001).
Training deals with the efforts make to bring improvement in the performance of
employees. Organizations invest much of its capital on training (Jones et al., 2008) studied the
association of training, job satisfaction and workplace performance. He added that training is
positively associated with the employee job productivities while employee job productivities is
further having relationship with the measures of performance. He explained that the direct
relationship between training and performance depends on the factors of training and
performance used in the analysis.
The present study was undertaken to investigate the relationship of training with job
punctuality and productivities of the employees working in various Non-Government
Organizations (NGOs) of Bajaure Agency FATA. The study also ascertained the effectiveness of
employee training programs being implemented for equipping employees with modern skills.

1.2 Problem Identification

The importance of training has grown in last few years because of rapid growth in the
management practices, and increasing demands of the employee job. Thus training is the best
solution to improve employees understanding and let them know how to use the specific skills.
Training can also be of general in nature which increasing employees skills to cope with the
common problems. There are few factors which have strong impact on the output of training.
Therefore it is necessary to address those critical issues before managing training programs and
investing huge sum on the employees development (Baldwin & Johnson, 1995).
Training brings the change in employee attitude which is consistent (Rowden, 2003). It is one of
the means of improving the manpower utilization and helps the potential raise in the employee
productivity. However it also needs employees should be given opportunity to grow in the
professional environment, where they are provided latest tools, experience trainer and proper on
the job and off the job training.
Trend of training receives more attention of Non-Government Organizations (NGOs) sector than
any other sector because most of the practitioners belong to society where they have not received
any professional education. Although, NGOs are focusing on the building capacity of its
employees yet great commitment is required to promote the man power capabilities and potential
by providing the training as per the demand of the market. One thing missing in these trainings is
evaluating effectiveness of these trainings. There is dire need to evaluate the trainings so that
effectiveness could be measured. The present study was particularly aimed at ascertaining effects
on trainings on employee performance.

1.3 Definition of Terms:

Training: training may be defined as a planned program designed to improve performance and
bring about measurable change in knowledge, skill and attitude (KSA) and social behavior of
employee or
Landy (1985) defined job training as a set of planned activities on the part of an organization to
increase the job knowledge and skills or to modify the attitudes and social behavior of its
members in ways consistent with the goals of the organization and the requirements of the job.
It is as act of increasing the knowledge and skills of an employee for doing a particular job.
Trainers Quality: The presentational skills of the presenter, atmosphere created and knowledge
about the topic constitute trainers quality (Jenny, 2006).

Training Design: Each course included information input and certain practical skills which
needed to be acquired.
Learners Experience: It addresses the issue of change in learners behavior after been trained.
Employee Job Satisfaction: Job satisfaction is defined as how people feel about their jobs and
different aspects of their jobs. It is the extent to which people like or dislike their jobs (Jenny,
2006).
Training is an educational process. People can learn new information, re-learn and reinforce
existing knowledge and skills, and most importantly have time to think and consider what new
options can help them improve their effectiveness at work. Effective trainings convey relevant
and useful information that inform participants and develop skills and behaviors that can be
transferred back to the workplace.
The goal of training is to create an impact that lasts beyond the end time of the training itself.
The focus is on creating specific action steps and commitments that focus peoples attention on
incorporating their new skills and ideas back at work.
Training can be offered as skill development for individuals and groups. In general, trainings
involve presentation and learning of content as a means for enhancing skill development and
improving workplace behaviors.

1.4 Employee Performance:

In the (Word Reference.com) the accomplishment of a given task measured against preset known
standards of accuracy, completeness, cost, and speed, in a contract performance is deemed of the
fulfillment of an obligation in a manner that releases the performance for all liabilities under the
contract. Or
The result of activities of the organization or investment over a given period of time. In this
research we collect the data from the different non government organization in FATA. These
organizations follow three types of performances for the feedback of the training which has been
provided to employee, through which they have improve their knowledge, skill and also knows
about the main goal of the organization. An organization considers the performance as a tool for
productivity, absentees, attendance, and awareness. When the employees are regular and they
struggles for the achievement of the final goals of the organization, (aware the people about
threats of the Polio and other diseases).

Table of data 1
Performance

Before the training

After the training

Target per day

Punctual

40

65

70

Productivity
(vaccine)

80

120

120

Awareness

10

25

30

The above table shows that the performance of the employee in the different aspects improves
with training. It shows the before and after training punctuality rate increased from 40 to 65,
productivity rate (vaccination) per day increased from 80 children to 120, and aware in public
about the Polio per day increased from 10 to 25 person.

1.5 The process of training

The basis of every planning process is key questions:
1. Where are we now? (Evaluate the external and internal conditions and conditions for
employees)
2. Where do we want to be? - On the basis of strategic forecasting (set the objectives in
personnel area which reflect the pursuit of efficiency and maintain a corporate culture)
3. What should be done to ensure this transition? - Use plans (select appropriate activities
and allocate resources)
4. How did we do it? Where are we now? (Evaluate the results in terms of the original
objectives. The whole process begins again)

1.6 Problem Statement

In this study, we are concerned with investigating the relationship of employee training
with their employee performance. The study tested the following variables; (1) employee
training, and (2) employee performance. Literature hints that employee training has significant
impact on employee performance but there is need to investigate nature of this relationship and
its fruitfulness. However, we still find an unmet need to test employee performance and facets
that are influenced by trainings and how.

1.7 Objectives of the Study

The main objectives of this research are as follows.
To find the effects of training on their employee performance.
To find the total percentage change caused by the employees traninig.

1.8 Significance of the study

This study is limited as it looks at the impact of training on employees performance of
NGO in Bajaur FATA. Many researchers have already studied the impact of training on
employees performance which proves its usefulness. Studying the impact of training on
employees performance will help NGO to determine the successfulness of training programs
arranged by them for their employees. This research will also help NGO determine the
performance of employees. Better results will help NGO to attract more and more customers.
Study will help customers and society to get the knowledge about the human resource working in
organization and their training programmers which shows the efficiency of top level
management in the organization. This study will be an addition to the existing literature and will
set the path for the new researchers working on the impact of training on employees
performance.

1.9 SCHEME OF RESEARCH:

This research will be divided in to five chapters, namely introduction, literature review,
Research Methodology, data analysis, and discussion and conclusion.
Chapter one is about Introduction, This chapters includes Background, Importance, objectives,
research questions, scope.
Chapter two is about literature review. This chapter will relate the previous researches
(secondary data) available with this study. It will include the definitions and interpretations of
celebrity endorsement.
The chapter three, research methodology, will include the details of the research tools and
techniques used in this particular study.
In chapter four, data analysis, the data collected through questionnaires from respondents will
be analyzed using different statistical tools and techniques.
In chapter five, discussion and conclusion, the results of this study obtained through analysis
will be elaborated.

Chapter 2:
Literature review
According to (Usman Bashir at all 2011; Effectiveness of Training Need Analysis).They say the
training is the key words for the organizations success because every organization comes up to
the new ways use for increase the effectiveness and efficiency of the business process. So
training is very important for the organization development because without training of the
employees do not success the organization. For corporate life cycle no body cannot be refuse the
importance of human resources (training of job) but factor also influence the survival of the
organization.
According to (Thomas Zwick July 2011; Why Training Older Employees is less effective).When
old employee obtains less training this is the lack of the training that effect on productivities and
employability. The old employee are less effective than young employees because the old
employees are not concentrative than youngest employees. Relatively well researched is the
training supply side - personnel managers might think that older employees are less able or
willing to learn (Warr and Birdi, 1998). Difference between the old employees and younger
employees because the old employees are more concentrate of the training goals than younger
employees.

According to (Linda Alker; HRD and the Older Employee in the UK Financial Sector).There is
strong evidence to suggest that older employees receive less human resource development than
their younger employment (Philipson and Smith, 2005) and that there are skills deficits in
specific labor markets in the European Union. The old employees have lack knowledge, skill and
ability than younger employees. The paper aims to develop a suitable methodology for the study
of skills development and training.

According to (Maria Mnderlein at all 2013; a vignette study on employers willingness to

provide training to their older workers).Keywords: Older workers, employer-provided training,
and vignette study. In this paper, we focus on employers reflection with access to the provider of
training. We examine which factors affect the employer-provided training. Using a vignette study
we find that direct and indirect costs of the training decrease employers willingness to provide
training, and that employers are less willing to provide training the older the workers are.
Furthermore, governmental reimbursements do not affect employer-provided training. This
insinuates that governments need to consider which strategies they use to support human
8

resource practices. We discover that workers explain interest in training stimulates employers
willingness to provide training.
According to (Vichet Sum;A Framework for Managing Training Programs to Enhance
Organizational Operation Performance). in this paper sum discussion about the training
managing programs. The organization facing strong competition and rapidly changing in the
market place, the large organizations find the ways to improve productivity, efficiency, customer
and other key driver of organization profitability should they want to be more profitable and
competitive in the industries. The organizations provide the training on the base change in the
customer need and want because when the organization provide the training to employees they
direct impact on the productivity and the organization goal. They easily achieve the goal and
reach to the top position of the industry sector.

According to (Thomas R. Gus key 2002; Professional Development and Teacher Change). This
article for the development and change the teaching in the classroom practices. For this propose
the Policy-makers increasingly recognize that schools can be no better than the teachers and
administrators who work within them. While these proposed professional development programs
vary widely in their content and format, most share a common purpose: to `alter the professional
practices, beliefs, and understanding of the improvement of student learning. Professional
development programs are systematic efforts to bring about change in the teachers practices in
the classroom, in their attitudes and beliefs, and in the learning outcomes of students. When they
bring the change in these three areas than they easily achieve the goal.

According to Tsu-Ching Huang at all, Employing Multi-Modal Affective Computing Techniques

to Design the Personalized Human-Computer Interface of an Intelligent Tutoring System - An
Example on Digital Arts Learning Baker et al.(2009 had signal that emotional status and
learning environments are interactive. But the last few years, it was in complete when we are
talking about combine Affective Calculated with Tutoring System; so, this is really potential and
necessary to keep researching. We can easily understand the emotion of somebody from his
facial expression. We can access to other people emotions the chatting of vocabulary and
cognition and in this way we can adopt the learner emotions and make the judgment how to
contribute to the learner. So, in this way can create the effectiveness of learning techniques.

According to (Louise Stoll 2006 professional learning communities). International evidence the
educational progress depends on teachers. they have wide capacity in the school for promoting
pupils learning. The capacity is complete bland of motivation, skill and positive learning, which
support the organization condition, culture and infrastructure. Put together it gives the individual,
9

group and whole communities which sustain the power of learning. Developing professional
learning communities appears to hold considerable promise for capacity building for sustainable
improvement.
According to (Hiemstra, R. 1994; Self-Directed Learning). The Younger people spend a
considerable time acquiring information and learning new skills. The rapidity of change, the
continuous creation of new knowledge, and an ever-widening access to information make such
acquisitions necessary. Much of this learning takes place at the learner's initiative, even if
available through formal settings. A common label given to such activity is self-directed
learning. In essence, self- directed learning is seen as any study form in which individuals have
primary responsibility for planning, implementing, and even evaluating the effort. Most people,
when asked, will proclaim a preference for assuming such responsibility whenever possible.

According to (Eddie W.L. Cheng Sep 1999; A review of transfer of training studies in the past
decade). Keywords Training, Learning, Outcomes, Management learning, Skills. We know that
training is considered as valuable investment .Because in U.S.A the only 10 percent of total
training expenditure could lead to positive transfer of training. We are mostly concerned with
how to ensure the transfer of achieved skill in word environment .the practitioners usually adopt
a trial for the management of training transfer and error approach which sometime can be costly
and time consuming and cannot bring or deliver the desired outcomes. They do not have perfect
and complete knowledge of basic principal so they often confused by training transfer outcomes.
I tried to build the united and coherent research framework. The purpose of this paper to review
recent published article on transfer of training. So my suggestion which is based on major
finding s o training transfer can implement the existing transfer literature.

According to Baldwin & Johnson (1995) stated that companies conduct training for three
purposes which are to carry the company strategy, bringing innovation and advancement in
technology. That is done to improve the quality of the product and for the provision of quality
services. He further added that training also depends on the importance firms give to its labors
skills. Training is also linked with the innovation thus labor needs to be train to cope with the
latest developments and technological changes. Pischke (2000) observed during his study that if
training is of general nature and is provided by the employer at no direct cost to the workers then
workers typically reports larger productivity gains from the training during work hours. Beside
this fact, he elaborated that workers with greater earnings are always willing to participate in the
training.

10

According to Smits (2006) studied the association pertaining between a company and training
motives while he further elaborated the quality of apprenticeship training. He obtained the
required data by interviewing employees whose are former apprentices as the purpose of study
was to link training quality and training motives. This study reveals a novel measure of the
quality of training which is based on subjective survey data on the firm & training effort. The
main findings are that those firms and companies that guide and train the apprentices as a future
requirement for qualified workers provide better quality training as compare to firms that do not
have future benefits from training.

According to Chong & Galdo (2006) worked on the effect of quality of training on labor-market
earnings using a non-experimental training program. In this study the main targets were the
disadvantaged youths aged 16 to 24 years. The uniformity of causal effects is relatively possible
based on two attractive features in the data. The prior one is the selection of training courses
which is linking and rely on public bidding processes this assign standardized scores to multiple
proxies for quality. While the second one is the programs evaluation framework which permits
for identification and relation to comparison of individuals in the treatment once the programs is
finished. BY utilizing difference-in-differences kernel matching methods, it is found that
employees attending high-quality development and training courses they have greater average
and marginal treatment affects.

According to Maria (1989) studied the effect of post-school training on job opportunities and
wage opportunities of urban female gender workforce. For this purpose the attendance in postschool training programs is extensive. After-school training usually increases the rate of a
woman's probability of entering the labor force; however, as a result of job training the hourly
wage rates of female worker in wage (private) and non wage employment sectors does not
increase. Several possible explanations for this finding are in line.

Once is that, since women tend to expect to work outside the home very less years as
compare to men, this has an incentive to develop for occupations which requires lower
investments in human capital as compare to that by men. Another factor is lack of standards for
determining and assessing the value of the training as well as developing in proprietary institutes
where most female workers are trained. Last but not least, discrimination against women can also
make them avoid those from entering the most successful training and development programs
and also the jobs which permits more wage. Blan (2007) came with the results of the
experience in controlling the quality of the training and development programs arranged for the
students, based on mutually cooperation concluded with the business environment. That training
programs was developed by ASE in cooperation with the well known organizations.
11

Holton (1996) argues that part of transfer design is the degree to which training
instructions match job requirements. Trainees are more likely to transfer the training content to
the work context when they perceive that the training program was designed and delivered in
such a way that maximizes the trainees ability to transfer the training to the job (Holton, 2005).
Consequently, when trainees have previous knowledge and practice on how to apply the newly
learned knowledge and skills to the job and when training instructions are congruent with job
requirements, an increased likelihood of transfer should exist.

According to Holton (2005), training design is positively associated with training

effectiveness and how applicable the training was to the These results reinforce the notion that
organizations should be aware of how well the content of the training program, in terms of the
use of activities, examples and exercises, is focused on the application of on-the-job learning.

12

Chapter: 3
RESEARCH METHODOLOGY
Introduction:
In this chapter, Research method and technique of the study have been described. The data
analysis is performed on the data collected through the help of research instrument, collected
from different sources (primary and secondary). This research study constructs on as well as
extends previous studies.

This chapter discusses Research Design, Procedure, Population,

Sample and Sample Method, Research Tools, Variables, Conceptual Framework, Data collection.
It helped us in deciding the best research method for increasing the validity and reliability of the
data.
3.1 Research Design:
The research design will be descriptive quantitative and qualitative, in nature, we have selected
survey method for our research work. For collecting primary data we will use questionnaire. First
will be the questionnaires technique which will be collecting data from different employees of
NGO.
3.2 Procedure:
Heads of different organization were approached. They were brief about the study and
permission was taken from them in written form. A total 50 questionnaires were distributed
personally. The respondents were also briefed about the study and its objectives. They were also
ensured that data will also be used confidentially and the data will also use for research purpose.
The questionnaires were collected after 6 days so that respondents fill the questionnaires with
ease.

13

3.3 Target Population

The target population was the employees of World health organization (WHO) and FATA Child
Health Project (FCHP) the Bajaur Agency FATA.
3.4 Sample and Sample Method:
This study will provide an overview of impact of trainings on employees performance in non
government organizations (WHO and FCHP) Bajaur Agency FATA. In this research study
convenient sampling is used to perform analysis for the overall improvement in NGOs. The
reason of selecting convenient sampling, most of employees specially upper management dont
have time to give interviews or fill up the questionnaires so we will make the strategy for it and
conduct questionnaires and interviews. It is inexpensive and quickly for data collection
method.inthis research used the random sampling technique to collect the data form from some
of the designated NGOs (World Health Organization and FATA child Health Project) of Bajaur
Agency FATA.
A sample size of 50 questionnaires was used. Out of the 150 employees sampled size, 50
completed and returned their questionnaire. These questionnaires provided information on how
long the organization have been running training programs if the organization has training
programs.
3.5 Research Tools
Primary research tool is questionnaire, the questionnaire will help us to collect the data and
information from the middle and upper management employees who are working in NGO Bajaur
Agency FATA, the research questionnaire is adopted from a paper, and developed in such way
that try to get right answered from which help us in our research. So, to check the response rate
following formula was applied:
% age method= Responded questionnaire /Total questionnaires *100
Frequency distribution and percentages were used for the data analysis. It was used to determine
the proportion of respondents choosing the various responses. This was done for each group of
items relating to the research questions. The proportions showed the diverse views of employees
14

on the various sub-issues. Tables, charts and graphs were also used to ensure easy understanding
of the analyses.

3.6

Variables:

The following variables will be used in our study also shown in figure.1.1
1. Independent: Training.
2. Dependent: Employee Performance
3.7 Conceptual Framework: In the literature review, it has been observed that training has an
impact on different variables like salary, job involvement and Employee Performance.
Organizational performance ultimately depends upon employee performance and training is a
tool to improve employee performance. The following theoretical framework has been
formulated to depict a relationship between training and employee performance, in the presence
of intervening variables. (sultana et.al(2012).

TRAINING ;

On job training
Off job training

EMPLOYEE
PERFORMANCE
Punctuality
Absentism

Independent Variable

Dependent Variable

3.8 Hypothesis:
H1. There is positive relationship between the training and performance.
15

Chapter 4:
Analysis of the data
Introduction
In this chapter presents the results of the analysis of the research data. The first section of this
chapter consists of the cronbach alpha. The cronbach alpha is use for the Reliability of statistics
model and interpretation. In the second section of the chapter is regression different model as
Summary model, ANOVA, Coefficient and its interpretation.

Reliability Statistics

Cronbach's
Alpha
.694

Cronbach's Alpha Based on

Standardized Items
.701

N of Items
15

We can see that Cronbach's alpha is 0.694, which indicates a high level of internal consistency
for our scale with this specific sample. The result of reliability is .701, which is so good for the
impact of training on employee performance for the future of the organization. If the
organization is not provide the training for employee than the organization have no development
in future. So training is important for the employee performance in the organization.
To interpret the output, the researcher followed the rule of George and Mallery (2003):
> .9 (Excellent), > .8 (Good), > .7 (Acceptable), > .6 (Questionable), > .5(Poor), and < .5
(Unacceptable)

16

Regression models
Model Summary
Model

.628a

R Square

Adjusted R
Square

.394

.382

Std. Error of
the Estimate
.31028

a. Predictors: (Constant), IV

Interpretation of the Model summary table

In the result of regression model first of all the researcher checked the value of R Square. its
value is 0.394 which means that 39.4% change in the employee performance is due to the
training. The performace of employee increase 60.6% through other variable which
unexplanded. Next we checked the value of Adjusted R2. Adjusted R2 mean add more other
independent variabel in the sudy. Adjusted R2 show the degree of association any two or more
variables. This also investigates the strength and direction of the relationship in the given table
38.2% changes in performance caused by the training. The positive sign shows that the training
and performance moves in the same direction. Furthermore R2 ranges between -1 and +1. So
0.382 is close to +1.it means that there is a semi-strange positive relationship in the training and
performance. In this case 38.2%can be explained.

ANOVA Table
This is the table that shows the output of the ANOVA analysis and whether we have a statistically
significant difference between our group means. We can see that the significance level is 0.001
(p = .001), which is below 0.05. And, therefore, there is a statistically significant difference in the
mean length of time to complete the spreadsheet problem between the different courses taken.
This is great to know, but we do not know which of the specific groups differed.

17

ANOVAb
Sum of
Squares

Model
1

Regression

Df

Mean Square

3.113

3.113

Residual

11.054

48

.230

Total

14.167

49

Sig.
.001a

13.520

a. Predictors: (Constant), IV
b. Dependent Variable: DV

In the ANOVA table, the F value indicates the overall fitness of regression model. Here the F
calculated is 13.52. The regression checked it at critical value 0.05 if P value is greater than or
equal to P, the null hypotheses (Ho) will be rejected. But if the P value less than or equal 0.05
the alternative hypotheses (H1) will be accepted, in above table p value is 0.01 which is small
then 0.05. Hence the null hypothesis (Ho) is rejected and alternative hypothesis (H1) is accepted.
Thus it is concluded that the overall regression model is fit

Coefficient
Coefficientsa
Unstandardized
Coefficients
Model
1

B
(Constant)

Standardized
Coefficients

Std. Error

2.152

.485

.458

.125

IV

Beta

T
.469

Sig.

4.441

.000

3.677

.001

a. Dependent Variable: DV
The column labeled Variable should be self-explanatory.
The Unstandardized coefficients (B) are the regression coefficients. The regression equation is

Y= +X
Performance = 2.152 + 0.458 training

18

For cross-sectional data like these, the regression coefficient for the independent variable is the
change in dependent variable per unit change in the independent variable. For longitudinal data,
the regression coefficient is the change in dependent variable per unit change in the independent
variable. Here, a unit changes in training cause 0.458 unit changes in performance. The
performance data are cross-sectional so differences in training and performance refer to
differences between employees. If we want to describe how an employee's performance changes
with the level of training, we would have to measure performance and the level of training as it
changes within employees.
The Standard Errors are the standard errors of the regression coefficients. They can be used for
hypothesis testing and constructing confidence intervals. For example, the standard error of the
Performance coefficient is 0.125. A 95% confidence interval for the regression coefficient for
Performance is constructed as (2.152 k 0.458), where k is the appropriate percentile of the t
distribution with degrees of freedom equal to the Error DF from the ANOVA table.
The Standardized coefficients (Beta) are what the regression coefficients would be if the model
were fitted to standardized data, that is, if from each observation we subtracted the sample mean
and then divided by the sample SD. People once thought this to be a good idea. It isn't, yet some
packages continue to report them.
The t statistic tests the hypothesis that a population regression coefficient is 0, that is, H0: =
0. It is the ratio of the sample regression coefficient B to its standard error. The statistic has the
form (estimate - hypothesized value) / SE. Since the hypothesized value is 0, the statistic reduces
to Estimate/SE. If, for some reason, we wished to test the hypothesis that the coefficient for
Performance was .333, we could calculate the statistic (.458-.333)/0.125.
Sig. labels the two-sided P values or observed significance levels for the t statistics. The
degrees of freedom used to calculate the P values are given by the Error DF from the ANOVA
table. The P value for the independent variable tells us whether the independent variable has
statistically significant predictive capability.

19

CHAPTER 5:
CONCLUSION AND RECOMMENDATION
Introduction
This chapter presents the summary, conclusion, recommendation and area for further study. The
main objective of the study was to impact of the training on employee performance of NonGovernment organization (WHO and FCHP) of Bajaur Agency FATA.

Summary
The study aimed in assessing factors affecting employee training in the Non-Government
organizations of Bajaur Agency FATA. The study considered all groups of the employees from
the Non- Government organizations (WHO and FCHP) Bajaur Agency FATA surveyed. The
rationale behind this was thought to be associated with the intimacy relationships between the
researcher and respondents. This simplified the exercise of questionnaires distributions and
collection. However, Non-Government Organizations (WHO and FCHP) of Bajaur Agency
FATA accept to feel questionnaires and return the filled questionnaires on time. The study
findings indicate that majority of the respondents have knowledge on the concept of employee
training and how it works in their organizations. The Non-Government organizations (WHO and
FCHP) of Bajaur Agency FATA surveyed conducted employee training but how effective and
regularly done in the organizations remained questionable. The study finding showed that
employee training played an important role for the organization development. Hence, NonGovernment organizations (WHO and FCHP) of Bajaur Agency FATA should understand the
paramount role played by employee training for their survival.

5.1 Conclusion
Finally when we have reached the last stages of my research to understand and interpret the
training practices adopted by organizations, it comes to our understanding that training is a very
essential part in any organization for its development along with its employees, basically it is
them who run the organization at the end of the day.
Employees in any organization are considered as a vital asset, who is initially chosen from a
select group of individuals aspiring to serve the organization, after selecting the right candidate
for the right job, they are given adequate training to make them familiarized with the job, upon
which they resume their jobs. During their research in that particular organization, periodic
training sessions are held to extract more mileage from them.
During this research we have also encountered many individuals working for organizations who
share similar views on the cost and time incurred to organize periodic training sessions, but
ultimately only the knowledge and the skill set possessed by an employee through these training
sessions took over the cost and time factors.
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In the present day competitive world every organization is trying to make a mark for itself by
trying to be unique in their own way which in turn would be beneficial to maintain their stature
in the market and the society. In trying to attain the uniqueness organizations go all guns blazing
in using their manpower in the most effective and efficient way. Ultimately that is where
they look back if a new technology or strategy has to be implemented.
In order to achieve above said, organizations have to keep updating their employees about new
technology which exists and the ones in the years to come by means of training sessions as
additional cost.With the passage of time the demand for extensive research of training for
employees increases. This study has been conducted with the aim to contribute further in the
measuring of training need for the employees in NGO sector organizations by applying the tools
measuring the factors affecting training i.e. trainer quality, course design and learning
experience. It has been also endeavored to evaluate the role of training and development process
on improving the commitment of employees for the organizations as companies usually invest
much of its capital on improving the skills of its employees through training programs.
The main findings of this study shows the one unit change in employee training(independent
variable) cause 0.458 unit change in the employee performance(dependent variable) in the same
direction. The training is very important for the future of the organization success they easily
achieve the final goal.
The second finding of the study is total percentage change cause by the employee training. The
38.2% of the variation in the value of performance is explained by employee training and
remaining 61.8% change in the performance through other variable which is unexpanded
variable.
However, the external validity (generality) beyond the specific investigated scope is limited,
since this study was particular to implement training practices in the in the chosen context. Given
that the sort of service settings that could be examined is probably unlimited, future studies
should consider other internal training factors than the elements examined here. For instance,
perceived trainer quality might play a bigger role in situations with personnel involvement, as
those where the needed interactions with trainees are of greater concern. Giving the importance
of the concept of trainer quality, course design and learning experience on the training and
development and employee performance in the company, the issues of quality consideration
justify attention in further theoretical and pragmatic research.

Training is the terms of employee work force development positively correlated with
employees performance. A fair opportunity of training encourages employees participation,
promotes empowerment, recognize that employees play an important role in achieving the
organizations objectives, and treat employees as primary resources. In summary, the present
study demonstrates that focusing on training enhance job involvement, improve the level of job
and career performance, and enhance greater organizational performance. The effect of training

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is these respects are of the utmost importance. Organizations should be committed to those
practices and their flourishing implementation for the sake of long lasting effects.

Recommendations
After a detailed and exclusive research work, it becomes understandable to discuss the
points of the deficiency of the business processes understudy and point out the possible steps as
remedies to the imperfection of the structure/systems. These suggested steps are denoted as
Recommendations. Regarding the study under processes, following strategies are
recommended for further improvements:-

1. The finding of the study is the effect of the training for their employee performance. The
training is very important for the organization because the employees performance increase
through employees training for the future developing in the competitor areas.

2.

To deliver excellent learning opportunity through training to employees and strive for
business distinction, employee satisfaction within organization is important, and all these can be
achieved, if executive level management takes extra care while developing training bases starting
from selection and recruitment process, recognize employee with their core expertise, set up
tremendous work design for employee. So it is recommended that it should be conducive to
enable the HR to deliver what is expected of them.

3.

Beside other factors and elements for success of NGO sector, which is dependent on the HR
practices, procedures, applications and implementation towards their employees development?
We know that trainer quality, course design and learning experience are considered one of the
most important drivers of successful job satisfaction, but unfortunately we are least considering
this relationship in its real essence. Therefore it is, necessary for higher management that they
must satisfy employees, who will become ultimately highly motivated with good work morale,
and work more effectively and efficiently.

4.

It is generally observed that there is lack of professional approach in the recruitment and
selection process of the employees. That later create problems for the employee to perform
according to expectation. However training program cannot help such employees to boost their
performance. As a result the organization suffers from loss. Therefore it is recommended that to
achieve the better results of training program, organizations should make possible efforts to
select right person for right job. Lack of expertise in the practice of selection process. While
utilization of resources is also discouraged.

5.

The findings supporting hypothesis one suggest that there are positive links between trainer
quality and outcome of training program. The good trainer having excellent communication
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skills, knowledgeable and experience capabilities can influence his trainee better than any other
trainer having comparatively low skills. Therefore it is recommended that organizations should
select best possible trainer and assign task to professional trainer. This practice will bring
positive result of training practice.
6.

It is suggested that managers concerned with employee performance would be wise to pay at
least as much attention to the components of employee performance as to training is one among
those components which bring satisfaction to the employee. These are the strong belief of the
professionals that non-economic needs satisfaction plays a highly important role in performance.

7.

Monetary benefit programmers are most highly valued by the employees. The research
study shows that employees basic motivational factor that leads to enhance in employee job
satisfaction. Thus to keep the employees motivated for training and enhancement of their skills
there should be promotion or increment linkage with the successful completion of training
program.

8.

It is recommended that, Serious and sincere efforts should be made to improve productivity
in NGO by promoting on the job trainings. Team work concept should be adopted and employees
should be facilitated to work in groups so that they can learn from each others.
9. The Non-Government Organizations (WHO and FCHP) management of Bajaur Agency FATA
should do whatever possible to forward information to the employees on the meaning and benefits
from the training. This is due to the fact that information received from key informants in the
departments and directorates of human resource management and administration of the surveyed of
Non-Government Organizations (WHO and FCHP) of Bajaur Agency FATA show that succession
training of the employee was a new to many of them.

Areas for further study

The findings of this study did not the way of all technicalities of employee training. The study
find only the impact of training on the employee performance of Non-Government organizations
which were limited to two organizations (WHO and FCHP) of Bajaur Agency FATA. Therefore,
other researchers should conduct study in other organizations including those located up
Country. Also further study should aim to find advantages which the organizations obtain from
human resource planning.

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