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Paper ID:IJSREM64488

A Study on Impact of needful training on employee performance

Stream/Area:

-

Subject:

-

Paper ID:

IJSREM64488

Volume:

10 |

6 |

Jun 2026

Pages:

1-28

Publication Frequency:

Monthly (12 issues per year)

DOI
Digital Object Identifier
10.55041/IJSREM64488

License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.

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Authors

Mohammad Sirajuddin

Mohammad Sirajuddin

Master of business administration

Mlr institution of technology

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SAI AKSHITHA POREDDY

Master of business administration

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY-HYDERABAD

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Mohammad Sirajuddin

Mohammad Sirajuddin

Master of business administration

Mlr institution of technology

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Abstract

This research study aims to investigate the relationship between needful training and employee performance within Union Bank. The study recognizes the significance of training programs in enhancing employee knowledge, skills, and abilities, ultimately leading to improved performance. The primary objective is to assess the impact of needful training on various performance indicators such as productivity, job satisfaction, and employee engagement. The study will adopt a quantitative research approach, utilizing a structured questionnaire to collect data from a sample of Union Bank employees. The questionnaire will comprise items related to training programs, perceived training effectiveness, and performance indicators. The sample will be selected through a stratified random sampling technique, ensuring representation from various departments and levels of hierarchy within the bank. Additionally, qualitative data is collected through in-depth interviews and focus group discussions with selected employees and training facilitators. These qualitative insights provide a deeper understanding of the subjective experiences, challenges, and perceptions related to training and its impact on employee performance. The findings of this study are expected to shed light on the benefits of training programs and their influence on employee performance in the context of Union Bank. The results will help Union Bank's management and human resource department to identify areas for improvement in their training initiatives and develop strategies to optimize the impact of training on employee performance. Ultimately, this study aims to contribute to the existing literature on training and employee performance by providing empirical evidence and practical insights that can be utilized by organizations, particularly in the banking sector, to enhance the effectiveness of their training programs and maximize employee performance.

KEYWORDS

productivity job satisfaction and employee engagement.

Cite This Article

Mohammad Sirajuddin, SAI AKSHITHA POREDDY, Mohammad Sirajuddin, "A Study on Impact of needful training on employee performance," International Journal of Scientific Research in Engineering and Management, vol. 10, no. 6, pp. 1-28, Jun 2026. https://doi.org/10.55041/IJSREM64488

Full Article/Conclusion

Consequently, this technique of strategic training needs identification proposes to identify the needs that would assist the individual in really using it at his employment. The HOD’s early involvement ensures that the training Program is relevant to the department and will assist them in attaining their goals. The HOD’ s will be able to identify needs using this top-down method, but individuals at various grades will also be able to indicate their own requirements. The primary goal of this Program is to determine the training requirements based on the department's problem areas as they relate to the year's objectives and goals. This new evaluation mechanism concentrates on the result-based evaluation form to support the system. This form seeks to collect information that is pertinent to the workplace.

References

1)                  Goldstein, I. L., & Ford, J. K. (2002). Training in organizations: Needs assessment, development, and evaluation (4th ed.). Wadsworth Cengage Learning. 2)                  Noe, R. A. (2017). Employee training and development (7th ed.). McGraw-Hill Education. 3)                  Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters in practice. Psychological Science in the Public Interest, 13(2), 74-101. 4)                  Arthur, W., Bennett, W., Edens, P. S., & Bell, S. T. (2003). Effectiveness of training in organizations: A meta-analysis of design and evaluation features. Journal of Applied Psychology, 88(2), 234-245. 5)                  Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating training programs: The four levels (3rd ed.). Berrett-Koehler Publishers. 6)                  Phillips, J. J., & Phillips, P. P. (2016). Handbook of training evaluation and measurement methods (4th ed.). Routledge. 7)                  Saks, A. M., & Haccoun, R. R. (2018). Managing performance through training and development (7th ed.). Nelson Education. 8)                  Burke, L. A., & Hutchins, H. M. (2008). Training transfer: An integrative literature review. Human Resource Development Review, 7(4), 387-415. 9)                  Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2021). Organizational behavior: Improving performance and commitment in the workplace (6th ed.). McGraw-Hill Education. 10)                   Ford, J. K., & Weissbein, D. A. (1997). Transfer of training: An updated review and analysis. Performance Improvement Quarterly, 10(2), 22-41.

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Publication Date

6/4/2026

Peer Review Type

Double-Blind Peer Review

Review Rounds: 2

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