Challenges in the Era of Globalization - iaabd

Proceedings of the 12th Annual Conference © 2011 IAABD
Impact on
Performance?
Total 3 6.3 80 175.4 8 18.5 99
Results also showed that many of the respondents (88.6% and 87% of both the private and public banks
respectively) agreed that their training courses were relevant to their current job schedules. Also, majority
of the respondents 94.4% and 86.9% of private and public banks respectively believed that all the training
programmes they participated were relevant to their institutional goals.
Factors Influencing T&D by the Banks
Respondents were asked to indicate the factors that influenced the Banks to embark on T&D programmes.
Results showed that meeting future responsibilities of the Banks (79.3%, 78.3%); and challenges of new
technology in the Banking industry (71.7%, 67.4%) in both the private and public bank respectively were
the major factors that influenced the selection of workers for training and development programmes.
Other factors were: Personal deficiencies (41.5%), quest for on-the job creativity (50%), innovation
(49.1%), and worker motivation were rated 35.9%, 32.6% in both private and public banks respectively.
Influence of training on performance Indices
The study also sought to explore some performance indices in the banking industry following employees’
T&D programmes. Results showed that Reliability of employees scored (84.8%), trust worthiness
(73.3%), Openness to customers (80.4%), Responsiveness to co-workers (73.9%), Innovativeness
(73.9%), friendliness and teamwork (69.6%) and personal initiative (76.1%).
How training and development can really benefit employees’ job performance
Opinions of respondents were sought on how T&D could really improve employees’ skills and
consequently affect Banking performance. Results indicated that proper training needs analysis (26.2%),
capacity building and employee empowerment (12.2%), target setting, monitoring and evaluation
(10.3%), appropriateness of training resources for better outcomes (3.7%), increase in time period for
training (2.8%), involving employees in decision making on training matters (1.9%), adequate
remuneration (1.9%), On-the job-training (1.9%), learning best practices (1.9%), Motivation (1.9%),
quality of job Improvement (0.9%) and problem solving (0.9%).
Discussion of study findings
The objective of this study was to find out if training and development (T&D) make any difference in the
performance of the Banking institutions in a developing country. We tried to build on the evidence of the
importance of T&D to Organizational performance from the previous studies that we used for our
literature (Birdi et al., 1997; Cole, 1999; Grober et al., 2002; Arthur et al., 2003; Bloisi, 2007). Findings
revealed that T&D play a crucial role in the entrepreneurial development and skills acquisition of the
individual staff leading to organizational performance. The principal findings of this study support Grober
et al., (2002) where our hypotheses (H1 and H2) were derived. Our H1 sought to establish the significant
correlation between T&D of the Banking staff and the performance of the Banks, and our H2 sought to
determine the relationship between staff development and staff performance. Both hypotheses were
supported empirically and therefore giving credence to the evidence of Grober et al. (2002) who argued
that the main purpose of T&D is to improve performances of employees at work and also to help avoid
managerial obsolescence by keeping pace with new methods of work skills that enable staff to be more
effective in their work. The extent to which the study findings strongly support T&D in the Banking
industry in Ghana is confirmed by 90.6% and 84.8% of respondents in both private and public banks
respectively.
454