Developing an HRM Performance Model for Measuring the Impact of Employee Training on Organizational Success

Abstract

This study hypothesizes a model of HRM performance to comprehend the impact of employee training on the success of the organization through employee performance. Although extensive studies on HRM practices have been conducted, there is a gap in holistic models that can quantify the correlation between employee training, performance, and success. To address this research gap, this study uses a quantitative methodology with a cross-sectional research design, and a quantitative methodology was used to gather primary data where 168 employees were selected to work in the IT, manufacturing, and services industries using a questionnaire with a five-point Likert scale. The analyses that were done were reliability, correlation, and regression analysis. The results indicate good reliability, with Cronbach's alpha values exceeding 0.80 in all variables. The results reveal positive correlations between employee training and employee performance and organizational success (r = 0.68-0.75, p < 0.01). The regression analysis showed that there were significant relationships between employee training and employee performance (β = 0.68, p = 0.01) and employee training and organizational success (β = 0.42, p = 0.01); employee performance had a greater effect on organizational success (β = 0.75, p = 0.01). The findings support the partial mediation effect that indicates that training has direct and indirect positive effects on the success of an organization through its influence on the performance of the employees. The study recommends that good and proactive training is essential to organizational success.