Thesis Pin Aka Final Ye Hey

POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
THE EFFECTS OF TRAINING ON JOB PERFORMANCE OF

SELECTED EMPLOYEES AT GLOBAL DOMINION
FINANCING INCORPORATED
An Undergraduate Thesis
Presented to the Faculty of College of Business Administration Polytechnic
University of the Philippines
by
Aguilar, Reynelynn F.
Falogme, Monsour T.
Geromiano, Joan D.
Junio, Dyanica C.
Locading, Kaith B.
Sabater, Krishna Leonissa L.
BSBA HRDM 3-4N
March 2017
Chapter 1
INTRODUCTION
The Study Context
Most of the company focuses on improving the compensation and
benefits of the employees as the source of their motivation. But they do not
know that training can also be their motivation to be more productive in their
work. Training will also help individuals to succeed in their career and also it
can boost their self-esteem in doing their work, therefore, improving their job
performance. The employee do his job well, every compensation that the
company gives to its employees is worth it.
“Change is inevitable” (Tony Robbins). We cannot deny the fact that
business industries and their strategies have evolved to a very advance level
as time passed by. We all know that there is an increasing competition among
businesses so in order to cope with the latest development in this field,
employees need to undergo training. If they do not provide continuous training
they will find it difficult to stay ahead of the competition. Of course, no
businessman wants their company to be left behind, right? Training is the key
for every employee’s excellent performance. It is also a process that tries to
improve the skills, knowledge, capabilities, and social relationships of each
employees. Employee is a blood stream of any business. The disaster and

POLYTECHNIC UNIVERSITY OF THE PHILIPPINES 2
accomplishment of the firm depends in every employee’s performance.
Achieving the goal of the company merely depends on its manpower’s
overall job performance. But how can it be possible to improve an employee’s
skills and ability to perform their job excellently? By means of training,
Identifying how training affects the employees will help the company to identify
what kinds of training must be given to their employees and what they must
improve in the trainings they are currently implementing on their employees.
Background of the Study
The concept of training predates history; it is as old as man himself.
Training is a learning experience which seeks relatively permanent changes in
an individual that will improve his abilities to perform his job well. Training and
development is a very important aspect of human resources management.
Which must be embarked upon either proactively or reactively to meet any
change brought about in the course of time. The rationale behind it is to web
the job and the job-holder together to achieve the organizational objectives.
For these reasons, we, the researchers of PUP had focused on the effects
of training programs to employees job performance because the researchers
observed that some companies doesn’t seek to improve its workforce. The
researchers believed that, for organizations to maintain a competitive
advantage, they must focus on enhancing performance through a process of
continual learning.
Strategically, organizational learning, which makes use of training and

development as one of the several responses, deals with the acquisition of
understanding, know-how, techniques and practices. These intellectual
intangibles can be translated into an organizational resource through the
people that acquire, infer and utilize such towards the achievement of the
organization-wide training and development (Armstrong, 2006). Training and
development are planned learning experiences which teach employees how to
perform current and future jobs more effectively. Some researchers
emphasized that training focuses on present jobs while development prepares
employees for possible future jobs. Basically, the objective of training and
development is to contribute to the organization's overall goal.
In the Global Dominion Financing Inc., human resources, skills and
expertise are crucial assets that drive productivity and performance. This is
because, as a service industry, the service provided by Global Dominion
Financing Incorporated is delivered through its personnel. Global Dominion
Financing Inc., personnel (human resource) stand for the service. The study
therefore seeks to investigate the effect of training on staff performance at
Global Dominion Financing Inc.

Theoretical framework
Figure 1. The ADDIE MODEL
As shown in figure 1, Addie Model, is the generic process traditionally
used by instructional designers and training developers. The five phases—
Analysis, Design, Development, Implementation, and Evaluation—represent a
dynamic, flexible guideline for building effective training and performance
support tools. All the process of Addie Model are considered to be important –
analysis, design, development, implementation, and evaluation.
ADDIE is an acronym where every letter corresponds to one of the
model’s main phases: Analysis, Design, Development, Implementation, and
Evaluation. The ADDIE methodology was developed in Florida State
University’s Center for Educational Technology back in the seventies.
Initially, the model was meant to be used in the US armed forces, a fact
to which it owes its streamlined processes and clear delineation of phases.
Despite being nearly forty years old, the methodology has not fallen out
of use; indeed, it has remained the leading eLearning methodology to this day.
The ADDIE or ISD model consisted of 19 steps that were considered essential
to the development of educational and training programs (Hannum, 2005).
INSTRUCTIONAL SYSTEM DESIGN (ISD) “ADDIE” STEPS AND OUTPUT
ANALYZE DESIGN DEVELOP IMPLEMENT EVALUATE
Performance Learning Maps Draft Trained Training
Requirements Courseware People Results
Training Objectives Formative Performance
Requirements Evaluation Results
Results
Exercises and Revised
Tests Courseware
Strategies
Media Choices
Design Document
Table 1. Medsker Version
Table 1 presents five phases of ADDIE Model:
• Analysis- what they do, and how they are related to each other
• Design- plans and decision making on how training will be done

• Development- it is how to improve the plans and decision
• Implementation- application of the plans
• Evaluation- it is how they assess the training
These five phases of ADDIE Model represents descriptive guidelines

for
building effective training and performance.

Conceptual Framework
INPUT PROCESS OUTPUT

Effects of training on 1. This study used Effects of training
the respondent’s Descriptive program on the job
performance in terms Research Method performance of the
of: and had employed employees at Global
survey questionnaire Dominion Financing,

• Work Productivity
as an instrument. Inc.
• Absenteeism/
2. The researchers
Tardiness
used Purposive
• Work Commitment
Sampling as their
• Job Satisfaction
Sampling Technique
• Relationship with 3. For the Statistical
Employer and Co- Treatment of data,
Employees the researchers
used frequency,
Level of satisfaction
percentage, and
of the respondents on
average weighted
the training programs
mean.
conducted by the
company.
Figure 2. Research Paradigm

The framework above can be used as a guide of the researchers in
order to attain the information that are needed to perform the study. This
framework tells how training can affect the work productivity,
absenteeism/tardiness, work commitment, job satisfaction and relationship
with employer and co-employees of every worker and how this five variables
can affect their overall job performance.
Statement of the Problem
This study aims to determine the effects of training program on job
performance of selected employees at Global Dominion Financing
Incorporated, Ortigas Branch.
It is especially aims to answer the following:
1. What is the profile of the respondents in terms of the following:
a. Age
b. Gender
c. Civil Status
d. Length of Service
e. Educational Attainment
2. What are the effects of training on the respondent’s performance in
terms of:
a. Work Productivity
b. Absenteeism/ Tardiness
c. Work Commitment
d. Job Satisfaction
e. Relationship with Employer and Co-employees
3. What is the level of satisfaction of the respondents on the training
programs conducted by the company?
Hypotheses of the Problem
Based on the questions created by the researchers to determine the
effects of training program on job performance of selected employees at
Global Dominion Financing Inc., Ortigas Branch, the researchers came up with
the following hypothesis.
It specifically includes:
1. The training program has no significant effect on the job performance of
employees.
Scope and Delimitation
This study aimed to contribute knowledge to be utilized in
understanding training and development to each employees and businesses.
It specifically focused on determining how training affected the job
performance of employees. The respondents of the study were fifty-seven
selected employees that has undergone training throughout their stay in the
company.
The investigation was not concerned with other factors that affect job
performance like working condition, compensation, and personal commitment.
This is because it is very hard or impossible to analyze such things at the
same time. To acquire a precise answer to a problem, we must be specific so
that we can also get a specific answer.
The limitation of this study was the researchers used survey
questionnaires in which selected employees answered questions related to the
effects of training programs on their job performance according to their
perspective. Upon the availability of the respondents, only fifty seven (57) of
the survey questionnaires had been answered and returned to the researchers.
The answers of the respondents is purely for academic purposes only and had
been kept confidential.
The application of the data gathered was another limitation of the study
because it only focused on the selected employees of Global Dominion
Significance of the Study
The researchers believed that this study will help not only them but also
their fellow students, other researchers, and the business industries to gain
more knowledge and to have more understanding about the importance of
training in the job performance of employees.
Researchers: This study will satisfy the researcher’s curiosity about the
stated topic. It is also beneficial to them because it will fulfil their requirements
to gain a Bachelor’s degree in their course.

Students: It will give them additional knowledge about one of the
phases of their chosen field which is about training. Having knowledge about
this topic will help them to have an idea as to what to do when they are
assigned to the training department of the company they will work for. It will
help them to prepare for their future career so that they can face the problems
that they will encounter when they are already in the business world.
Other Researchers: This study will serve as one of their references for
them to come up with new ideas regarding training and job performance.
Business Industry: The findings of this study will increase their ideas
and awareness about how employees absorb the trainings that they conducted
and it will help them improve the way they train their employees so that they
will become more productive in their work.
Society: It will contribute to the existing literatures and studies about
training and job performance.
Definition of Terms
ADDIE Model (Analysis, Design, Development, Implementation, and
Evaluation) - it represents a flexible guideline for building effective
training and performance support tools.
Human Resource – refers to the manpower as the significant asset of
an organization.
Job Performance – it is an entire expected value from employees’

behaviour in executing their task.
Job Satisfaction – refers to the fulfilment or contentment of the
employees regarding their job.
Likert Scale – it is a rating scale that is used to know the opinion of
the employees regarding the training they have undergone.
Motivation – a reason that drives an employee to perform his/her job
efficiently and effectivly.
Performance Appraisal – refers to the assessment of employee’s
performance. This is where the supervisor decides whether an employee
is needed to undergo training.
Training - is the process of improving someone’s skill, knowledge and
ability in order for them to perform their job effectively.
Training Program – it is a program that the company offers to their
employees to improve their skills, capabilities, knowledge, and talents that
they can apply in their job.

Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter contained information from local and foreign literatures
and studies that have bearing to the present study. The following information
strengthened and supported the fact that the study being conducted by the
researchers will be beneficial to those who will read it. The literatures and
studies included in this chapter give clear findings that aimed to contribute to
the knowledge of the readers especially to the ones included in the
Significance of the Study.
Foreign Literature
Training
Dale S. Beach (2016) defines training as ‘the organized procedure by
which people learn knowledge and/or skill for a definite purpose’. Training
refers to the teaching and learning activities carried on for the primary purpose
of helping members of an organization acquire and apply the knowledge,
skills, abilities, and attitudes needed by a particular job and organization.
Training is defined as an “Organized activity aimed at imparting
information and/or instructions to improve the recipient's performance or to
help him or her attain a required level of knowledge or skill.” (Business

Dictionary, 2016). Training and Development increase the employee
performance like the researchers said in this research that training and
development is an important activity to increase the performance of health
sector organization (Iftikhar Ahmad and Siraj-ud-din, 2009).
Importance of training
In an article entitled Training and Development Matters by Media
Graphics Design, it stated that “People are the essence of every business,
which makes employees an organization’s most important asset. Other
businesses can copy your products and processes, but they can’t duplicate
your people. Employees are also typically the largest expense. So, just as you
pay money to have your expensive copiers and computers maintained, it is
important to maintain the knowledge and skills of your workforce.”
“People are of paramount importance in the organization. People
comprise the human element of the organization. People provide the hands
that do the work of the organization. And people lead and manage the
organization. The integrity of any organization, its effectiveness in achieving its
purpose and even its continued existence, all depend entirely on the people
that comprise it.” (Hobby, 2016) For that reason, the company must fully equip
its manpower to cope with time to time changes. Training is very essential in
order to enhance their skills. If they are well-trained, it will not only
be beneficial to those individuals but also to the company. Mark Lukens
(2014) proved in his article entitled “What You Need To Know About Training
Your Employees So They’ll Stick Around” the ideas stated above when he
said, ”You want the people working for you to be better skilled and more able
to fulfil the tasks set before them. Getting recruitment right is one step towards
that, but you won’t often find the perfect candidate, and even when you do
you’ll want them to keep learning and to stay ahead of the competition... It
shows that you have a long-term commitment to their presence within your
business, allowing them to become emotionally invested in your company and
what it does... Employees are the best way that companies have of standing
out from the pack and of differentiating themselves in a sustainable, long-term
fashion. If you compete purely on prices, then others can undercut you. If you
compete purely on product then you’ll be in trouble when your current product
loses its novelty or someone else imitates your most valuable features. And if
you compete through marketing, then you’ll provide a hollow experience
customers will tire of. But if you compete by developing the best possible
employees then you will have a real and enduring edge that gives you better
products and services again and again.”
Goals of Training
Training presents a prime opportunity to expand the knowledge base of all
employees, but many employers find the development opportunities
expensive. Employees also miss out on work time while attending training
sessions, which may delay the completion of projects. Despite the potential
drawbacks, training and development provides both the company as a whole
and the individual employees with benefits that make the cost and time a
worthwhile investment.
• Overcoming Weaknesses
Most employees have some weaknesses in their workplace skills. A
training program allows you to strengthen those skills that each employee
needs to improve. A development program brings all employees to a higher
level so they all have similar skills and knowledge.
• Employee Performance Improvement
An employee who receives the necessary training is better able to perform
her job. She becomes more aware of safety practices and proper procedures
for basic tasks. The training may also build the employee's confidence
because she has a stronger understanding of the industry and the
responsibilities of her job.
• Consistency
A structured training and development program ensures that employees
have a consistent experience and background knowledge. The consistency is
particularly relevant for the company's basic policies and procedures. All
employees need to be aware of the expectations and procedures within the
company. This includes safety, discrimination and administrative tasks.

• Job Satisfaction
Employees with access to training and development programs have tha
advantage over employees in other companies who are left to seek out
training opportunities on their own. The investment in training that a company
makes shows the employees they are valued. The training creates a
supportive workplace. Employees may gain access to training they wouldn't
have otherwise known about or sought out themselves. Employees who feel
appreciated and challenged through training opportunities may feel more
satisfaction toward their jobs.
Training is crucial for organizational development and success. It is
fruitful to both employers and employees of an organization. An employee will
become more efficient and productive if he is trained well. (Frost, 2016)
Employee Performance
Employee performance is defined as whether a person executes their job
duties and responsibilities well. Many companies assess their employee's
performance on an annual or quarterly basis in order to define certain areas
that need improvement. Performance is a critical factor in organizational
success. (Litmus Limited. A Callidus Cloud company, ND)
The Business Dictionary (2016) defined employee performance as “The
job related activities expected of a worker and how well those activities were
executed. Many business personnel directors assess the employee

performance of each staff member on an annual or quarterly basis in order to
help them identify suggested areas for improvement.” Employee performance
depends on many factors like job satisfaction, knowledge and management
but there is relationship between training and performance (Chris Amisano,
2010)
The Relationship between Training and Employee Performance
Training refers to bridging a gap between current performance and
standard desired performance. (Elnaga and Imran, 2013)
An employee who receives the necessary training is better able to
perform her job. She becomes more aware of safety practices and proper
procedures for basic tasks. The training may also build the employee's
confidence because she has a stronger understanding of the industry and the
responsibilities of her job. This confidence may push her to perform even
better and think of new ideas that help her excel. Continuous training also
keeps your employees on the cutting edge of industry developments.
Employees who are competent and on top of changing industry standards
help your company hold a position as a leader and strong competitor within
the industry. (Frost ,2016) However, implementing training programs as a
solution to covering performance issues such as filling the gap between the
standard and the actual performance is an effective way of improving
employee performance (Swart et al., 2005).

Training develops self-efficacy and results in superior performance on
job (Svenja, 2007), by replacing the traditional weak practices by efficient and
effective work related practices (Kathiravan, Devadason and Zakkeer, 2006).
Local Literature
Training as an organizational intervention may be defined as a well
thought of a set of activities aimed to facilitate learning of knowledge, attitude,
and skills among its people in the organization to improve their current job
performance and contribute to the achievement of organizational goals.
Edralin (2011), explicate that organizations heavily spending on their
human resources through implementation\execution of technical and
behavioral training programs to enhance their competencies that stimulate
innovation and helps in attaining competitive advantage in business world.
Furthermore, training and development of employees becomes inevitable and
a strategic investment in human resource capital.
JGC Philippines (2014) believes that learning is a continuous process
which helps...employees enhance their capabilities. Company´s success is
mainly attributed to its valued manpower. They believe in the talents and
capabilities of their employees and provide them with continuous training to be
able to harness their full potential and become valuable and responsible
members of the society.

Foreign Studies
There exists a positive association between training and employee
performance (Sultana, Irum & Ahmed, 2012). Al-Emadi (2007) stressed that
participation in training activities helps employees network, improve their job
performance and make progress towards their personal development (i.e.
personal benefits of training). Jones et al. (2008) found that training &
development is positively associated with job satisfaction, and job
performance. In similar vein, Nankervis (2010), and Nicholas et.al.,(2010)
stated that continuous development of employee potential is dependent on
training at every level to acquire improved skills which resulted into employee
input on decision- making, influence on working practices and creativity on
performance objectives. Moreover, training and development programs can be
thought of as a strategic intent to ensure lasting competitiveness and
consistent with the overall business strategy.
In the conclusion of the study ‘Effectiveness of Training and
Development on Employees’ Performance and Organization Competitiveness
in the Nigerian Banking Industry’ conducted by Falola,et.al (2014), it said
“Training is importation for the survival of any organization. It is also
imperative for effective performance of employees, enhancement of
employees’ ability to adapt to the changing and challenging business
environment and technology for better performance, increase employees’
knowledge to develop creative and problem solving skills. Meanwhile, all the
relationships proposed among the variables in the research model were tested
and it was found that relationship exists amongst the variables having
subjected the collected data to empirical analysis with the use of descriptive
statistics. However, the results of the findings indicated that training and
development affects employees”.

Chapter 3
RESEARCH METHODOLOGY
This chapter presents the research methodology used in this study
specifically, it focused on the techniques and procedures of gathering the
data, the population and sampling design, the instruments used and the
statistical tools and techniques necessary for analysis of data.
Research Design
The study used survey research design. Ogutu (2012) posits that a
survey research method was probably the best method available to social
scientists (sociologist) who are interested in collecting original data for
purposes of describing a population which is too large to observe directly. In
this survey, independent variables were selected rather than observations and
analysis of relationships among the variables carried out in their natural
settings. The approach allowed ascertaining of widespread opinions under
natural conditions.
The survey design allowed investigation of possible relationship between
variables. In this case, the employee’s performance is the dependent variable
while the independent variable is training.

Research Method Used
This study used Descriptive Research Method. The researchers used
the method of questionnaire wherein selected employees of Global Dominion
Financing Inc., were the sample.
A survey questionnaire was employed to gather the perceptions of the
respondents about the training conducted by their company they had
attended. Questionnaire was the method used because it is not time
consuming, it can be easily answered by the respondents, and it was
significant to gather all the information needed. Descriptive method proceeds
to describe it to be “fact-finding” or “information gathering” with analytical
interpretations. After consolidating the data needed, the study will use
inferential statistics that deals with conclusions.
Population and Sampling Technique Used
The population of the study includes the employees of Global Dominion
Financing Inc., Ortigas branch. The total sample of respondents were 57
employees that underwent training program.
The type of sampling used in this study was purposive sampling. A
purposive sample is a non-probability sample that is selected based on
characteristics of a population and the objective of the study. Purposive
sampling is also known as judgmental, selective, or subjective sampling. This
type of sampling can be very useful in situations when you need to reach a
targeted sample quickly, and where sampling for proportionality is not the
main concern. Purposive sampling is used and the distributed questionnaires
depended on the availability of the respondents.
Description of the Respondents
The study made use of fifty seven (57) respondents from Global
Dominion Financing Inc., Ortigas Branch. The respondents were those already
underwent training programs that were held by the company.
Data Gathering Procedures and Techniques
Having found that questionnaires were valid and reliable, the
researchers used this method to gather needed information.
The research phase was conducted during the 2nd semester of School
Year 2016-2017 entailing the following activities:
1. A survey-questionnaire was drafted by the researchers and
presented to their professor for approval.
2. After the questionnaires had been approved, the researcher made a
letter to the Human Resource Manager of the Global Dominion
Financing Inc., Ortigas Branch asking for permission to conduct a survey
3. After being permitted, the Human Resource Manager gave a schedule to
the researchers on when they can distribute the questionnaires to the
employees.
4. A face to face approach is adopted in the process of disseminating the
survey questionnaire. The HR assistant is the one who assisted the
researchers in distributing the questionnaires.
5. After retrieving the questionnaire, the researchers made the tally sheet
and then prepared the tables for statistical treatment, presentation,
analysis, and interpretation.
Instrumentation
The study developed a the survey-questionnaire as main
instrument to gather data on the assessment of perception of the respondents.
The survey-questionnaire is consisted of two parts. Part I was about the
respondent’s profile --- age, gender, civil status, length of service and
educational attainment. The researchers gave choices that the respondents
had checked if what was applicable to them. Part II was about the trainings
that the respondents had undergone through their stay in the company, their
perspective on how the training affected their job performance, and their
evaluation of the training. The researchers used a 5-point Likert scale for this
part to modify the answers of the respondents. They are requested to check
the space provided for each option.

Statistical Treatment of the Data
To interpret the data effectively, the researcher will employ the following
statistical treatment. The Percentage, Weighted Mean and T-test are the tools
use to interpret data.
1. Percentage
The number of responses were divided to the total number of
respondents and then multiplied to one hundred percent (100%) to get the
percentage of response.
Formula: %
is the percentage F
is the Frequency
N is the total number of
respondents 100 is a constant value
2. Frequency
In statistics the frequency (or absolute frequency) of an event is the
number of times the event occurred in an experiment or study.
3. Average Weighted Mean
This will be used to determine the assessment of the respondents with
regards to their personal profiles.
Formula:
X is the weighted mean x is the weight of each item
F is the frequency N is the number of respondents
4. Likert Scale
Below is the 5 point Likert scale used by the researchers to determine
the general response of the sample in the survey questionnaire. The
researchers used this type of measurement to give a better understanding
regarding the result gathered.
Verbal Interpretation Scale Value Weighted Mean
Very Effective 5 4.50 – 5.00
Effective 4 3.50 – 4.49
Neither Effective Nor 3 2.50 – 3.49
Ineffective
Ineffective 2 1.50 – 2.49
Very Ineffective 1 1.00 – 1.49
Table 2. Scale Interval for Effectiveness of Training
Verbal Interpretation Scale Value Weighted Mean
Highly Satisfied 5 4.50 – 5.00
Satisfied 4 3.50 – 4.49
A Little Bit Satisfied 3 2.50 – 3.49
Unsatisfied 2 1.50 – 2.49
Not Satisfied at All 1 1.00 – 1.49
Table 3. Scale Interval for the Level of Satisfaction to the Training Program
Chapter 4
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA
This chapter discusses the data analysis and findings from 57
questionnaires completed by the selected employees of Global Dominion
Financing Inc., Ortigas Branch. Numerical data are presented in tabular form,
supported by textual presentation, analysis and interpretation.
This study focuses on identifying the effects of the training program on
the job performance of the selected employees of Global Dominion Financing
Inc., Ortigas Branch.
This study especially aims to answer the following:
1. Respondent’s Profile
a. Age
1.2 Gender
1.3 Civil Status
1.4 Length of Service
5.5 Educational Attainment
2. The Effects Of Training Program On The Job Performance Of Selected
Employees At Global Dominion Financing Inc., Ortigas Branch
2.1 Work Productivity
2.2 Absenteeism/ Tardiness

2.3 Work Commitment
2.4 Job Satisfaction
2.5 Relationship with Employer and Co-Employees
3. Level Of Satisfaction Of The Respondents On The Training Programs
Conducted By The Company
PROFILE OF THE RESPONDENTS
Table 4
Frequency and Percentage Distribution of Respondents According to Age
Age Frequency Percentage (%)
20-25 29 50.88
26-30 15 26.32
31-35 10 17.54
36-40 2 3.51
41 and above 1 1.75
Total 57 100.00
Table 4 shows the frequency and percentage distribution of the
respondents in terms of age. Out of 57 respondents, 29 or 50.88 % belongs to
the age group of 20-25 followed by 26-30 with 15 or 26.32 %. Next is 31-35
with 10 or 17.54 % then followed by 36-40 with 2 or 3.51 % and only 1 of the
respondents got an age group of 41 and above.

TABLE 5
Frequency and Percentage Distribution of Respondents According to Gender
Sex Frequency Percentage (%)
Female 35 61.40
Male 22 38.60
Total 57 100.00
In terms of gender classification, Table 5 shows that among 57
respondents, 35 or 61. 40 % were female and 22 or 38.60 % were male
respondents.
TABLE 6
Frequency and Percentage Distribution of Respondents According to Civil Status
Civil Status Frequency Percentage (%)
Single 39 68.42
Married 17 29.82
Separated 1 1.75
Total 57 100.00
Table 6 presents the distribution of the respondents according to their
civil status. 39 or 68.42% of respondents are single, while 29.82% or
respondents are married and only 1 or 1.75% of the respondents is separated.

TABLE 7
Frequency and Percentage Distribution of Respondents According to Length of Service
Length of Service Frequency Percentage (%)
Less than a year 16 28.07
1-3 years 15 26.32
More than 7 years 14 24.56
3-5 years 9 15.79
5-7 years 3 5.26
Total 57 100.00
As may be seen in Table 7, those who have worked for less than a year
have the highest number of respondents with a total of 16 or 28.07 % out of
57. This followed by those who have been working for 1-3 years, with 15
respondents or 26.32 %. Meanwhile, about 14 respondents or 24.56 % have
worked for more than 7 years. In 3-5 years length of service, there are 9
respondents or 15.79 %, while the least number of respondents are those who
have worked for 5-7 years, with a total of 3 respondents or 5.26 %.

TABLE 8
Frequency and Percentage Distribution of Respondents According to
Educational Attainment
Educational
Frequency Percentage (%)
Attainment
Bachelor's Degree 52 91.23
Undergraduate 5 8.77
Total 57 100.00
Table 8 shows the frequency and percentage distribution of the
respondents in terms of educational attainment. There are 52 respondents or
91.23 % attained Bachelor’s degree while 5 respondents or 8.77 % are
Undergraduate.
VARIOUS TRAINING PROGRAMS CONDUCTED BY THE COMPANY
Table 9
Frequency Distribution of the Various Training Programs Conducted by the Company
Training Frequency Ranking
Seminar 52 1
Management
20 2
Training Program
Coaching 15 3
Table 9 shows the frequency distribution of the various training

programs conducted by the company to its employees. Seminar ranked no. 1
in the training programs who are attended by 52 out of 57 of the respondents.
Next is the Management Training Program who are attended by 20 of the
respondents. Coaching got the lowest rank who are attended by 15
respondents.
Training is very important to the career development of the respondents.
“Having a high quality and comprehensive employee training development
program enables you to strengthen the skills your workforce does possess as
well as to build up knowledge where it is lacking. An employee training
development program will bring all of your staff up to a higher standard of
competency so that your entire team can share a common set of knowledge
and skills. Such a program will repair any weak links that may exist in your
organization and cause the workload to be more evenly spread among your
workers”. (( http://www.lessonly.com/the-importance-of- training/)(retrieved
march 27, 2017)
The company conducts seminar to almost all of their employees. This is
because attending seminar, according to Kori Morgan (2017) has numerous
benefits, including improving communication skills, gaining expert knowledge,
networking with others and renewing motivation and confidence that will help
employees to perform excellently in their job.

EFFECTS OF TRAINING ON RESPONDENT’S PERFORMANCE
Table 10
Frequency Distribution of the Level of Effectiveness of Training on the Respondent’s
Performance In Terms Of Work Productivity
VE E NENI I VI
Weighted Verbal
Work Productivity 5 4 3 2 1
Mean Interpretation
Frequency
Have increased efficiency

18 37 2 0 0 4.28 Effective
in processes
My capacity to adopt new
technologies and methods 15 40 2 0 0 4.23 Effective
have increased
I became more
accountable in making 16 37 4 0 0 4.21 Effective
work-related decisions
I have acquired new skills
and knowledge that I can 21 32 4 0 0 4.30 Effective
apply on my current job
I became more confident in

21 34 2 0 0 4.33 Effective
performing my job
Overall Weighted Mean 4.27 Effective
Legend: NENI- Neither Effective Nor Ineffective
VE- Very Effective I- Ineffective
E- Effective VI- Very Ineffective

Table 10 shows the frequency distribution of the level of effectiveness of
training on the respondent’s performance in the aspect of work productivity.
The statements under work productivity variable got weighted means of 4.33,
4.30, 4.28, 4.23 and 4.21 and has a verbal interpretation of effective.
The level of effectiveness of training on the respondent’s performance in
the aspect of work productivity have an overall weighted mean of 4.27 with a
verbal interpretation of effective.
This shows that the training attended by the respondents helped them to
become more productive in their work. Arthur & Bennett (2003) used meta-
analysis to examine the relationship between specified training design and
employee productivity and the effectiveness of training in organizations. The
results suggested a correlation of 0.2873 between training given to workers
and their productivity. In addition, the training method used, the skill or task
characteristic trained, and the choice of evaluation criteria were related to the
effectiveness of training programs. They concluded that training is one of the
most pervasive methods for enhancing the productivity of individuals and
communicating organizational goals to new personnel.

Table 11
Performance In Terms Of Absenteeism/Tardiness
VE E NENI I VI
Weighted Verbal
Absenteeism/Tardiness 5 4 3 2 1
Mean Interpretation
Frequency
I attend my daily work duty on

27 24 6 0 0 4.37 Effective
Time
I became more efficient in

16 38 3 0 0 4.23 Effective
using my time
I don’t find myself being lazy in

15 33 9 0 0 4.11 Effective
going to work anymore
My absences without leave

19 34 3 0 1 4.23 Effective
(AWOL) lessened
I always submit my work
output on time/ before the 24 30 3 0 0 4.37 Effective
Deadline
Table 11 shows the frequency distribution of the level of effectiveness
of training on the respondent’s performance under the variable absenteeism/
tardiness. The statements under the modifiable absenteeism/tardiness has
weighted means of 4.37, 4.37, 4.23, 4.23 and 4.11 with a verbal interpretation
of effective.
As a whole, the level of effectiveness of the training on the respondent’s

performance in the modifiable of absenteeism/tardiness with an overall
weighted mean of 4.27 has a verbal interpretation of effective. This means that
training works effectively to lessen the absenteeism/tardiness of the
employees.
Researchers have come to similar conclusions. Barlett (2001) found a
positive relationship between workplace training and organizational
commitment and recommended that human resource development
professionals “adapt new research methods to demonstrate to organizational
decision makers that training and development contributes to desired
workplace attitudes . . .which may in turn influence behaviors such as
absenteeism and tardiness”.

Table 12
Frequency Distribution of the Level of Effectiveness of Training on the
Respondent’s Performance In Terms Of Work Commitment
VE E NENI I VI
Weighted Verbal
Work Commitment 5 4 3 2 1
Mean Interpretation
Frequency
I always prioritize my job 23 33 1 0 0 4.39 Effective
I became more motivated in
giving my best to perform my 26 31 0 0 0 4.46 Effective
task
I became more dedicated to

23 33 1 0 0 4.39 Effective
my work
My attitude toward my work

23 31 3 0 0 4.35 Effective
became more positive
I became more involved in my

21 32 4 0 0 4.30 Effective
job
of training on the respondent’s performance under the variable of work
commitment. The statement that addresses work commitment was assessed
by the respondents and has weighted means of 4.46, 4.39, 4.39, 4.35 and
4.30 with verbal interpretation of effective.

The level of effectiveness of training on the respondent’s performance in
the aspect of work commitment have an overall weighted mean of 4.27 with a
verbal interpretation of effective. This shows that employees get more
committed on their work after they undergo training.
Commitment within the workplace typically results from the interaction
and the relationship that an employee has with an organization (Scholl, 2003).
Along these lines, Richard Walton (1985) looked at the establishment of
commitment in an organization within a very broad framework. “Stretching
objectives”, providing assurances to employees, encouraging employees to
have a “voice”, and compensation policies are a few of the strategies that
organizations must incorporate into a commitment-based approach. Training is
one of several human resource practices that can have a considerable impact
on employee commitment. As stated throughout this paper, training that seeks
to improve employee investment, increase reciprocity, helps the employee
identify with the organization, and serves to limit alternative employment
options will enhance the employee’s commitment to the company. The result
of this will be an organization that is better able to retain its workforce. Patrick
Owens’ (2006) study on the relationship between training and organizational
outcomes found just that to be true. The Owens study hypothesized that
employee’s in training programs will report higher levels of commitment and
will be less likely to consider turnover.

Table 13
Performance In Terms Of Job Satisfaction
VE E NENI I VI
Weighted Verbal
Job Satisfaction 5 4 3 2 1
Mean Interpretation
Frequency
I became more confident
and satisfied with my work 22 34 1 0 0 4.37 Effective
output
I do my task without
16 38 3 0 0 4.23 Effective
complaining
I don’t feel like resigning in

11 36 10 0 0 4.02 Effective
my job
I like my job right now more

12 36 9 0 0 4.05 Effective
than ever
I feel excited whenever I do

16 32 9 0 0 4.12 Effective
my job
of training in the aspect of Job Satisfaction. The statements under the variable
Job satisfaction was assessed by the respondents and has weighted means of
4.37, 4.23, 4.12, 4.05 and 4.02 and has a verbal interpretation of effective.
For the entire level of effectiveness of the training on the respondent’s
performance in the aspect of job satisfaction with an overall weighted mean of

4.16 has a verbal interpretation of effective. This shows that training has a
positive effect on job satisfaction of employees.
Job satisfaction generally increases and self-esteem improves when
employees better understand the workings of the company. Training can also
enhance morale on the job and loyalty to the company. Workers who believe
their company offers excellent training opportunities are generally less likely to
leave their companies within a year of training than employees with poor
training opportunities, according to Howard Community College in Maryland,
which points to a poll of employees by Louis Harris and Associates.

Table 14
Performance In Terms Of Relationship with Employer and Co-Employees
Relationship with VE E NENI I VI

Weighted Verbal
Employer and Co- 5 4 3 2 1
Mean Interpretation
employees Frequency
I receive commendation from
my supervisor because of 13 38 5 1 0 4.11 Effective
my work output
There are no complains
about my attitude in my 14 33 9 1 0 4.05 Effective
workplace
Demonstrates teamwork/
improved relationship with 21 35 1 0 0 4.35 Effective
workmates
Increased confidence in
interacting with my employer 21 34 2 0 0 4.33 Effective
and co-employees
My supervisor entrusts me to
21 31 5 0 0 4.28 Effective
do more projects
Table 14 shows the frequency distribution of the level of effectiveness of
the training on the respondent’s performance in the aspect of relationship with
employer and co-employees. All of the statements of the indicator of
relationship with employer and co-employees was assessed by the

respondents which has weighted means of 4.35, 4.33, 4.28, 4.11 and 4.05
respectively and has a verbal interpretation of effective.
The level of effectiveness of the training on the respondent’s
performance in the aspect of relationship with employer and co-employees has
an overall weighted mean of 4.22 and has a verbal interpretation of effective.
This means that training helped the respondents deal with their
employer and co-employees with a more effective and respective manner.
According to Wright & Geroy (2001), employee competencies change
through effective training programs. It not only improves the overall
performance of the employees to effectively perform the current job but also
enhance the attitude of the workers that will help them deal with their
workmates professionally necessary for the future job, thus contributing to
superior organizational performance.

Table 15
Frequency Distribution of the Level of Satisfaction of the Respondents on the Training
Programs Conducted By the Company
HS S ALBS U NSAA
Weighted Verbal
Level of Satisfaction 5 4 3 2 1
Mean Interpretation
Frequency
The training I received

19 36 2 0 0 4.30 Satisfied
is relevant to my work
I learned a lot of new

20 33 4 0 0 4.28 Satisfied
things in my training
The training motivated
me to have and achieve

19 33 5 0 0 4.25 Satisfied
short and long term
goals.
The time duration given
for the training period is

20 29 8 0 0 4.21 Satisfied
enough to absorb new
Learning
The training was
delivered at a 21 30 6 0 0 4.26 Satisfied
comfortable pace
Overall Weighted Mean 4.26 Satisfied
Legend: ALBS- A Little Bit Satisfied
HS- Highly Satisfied U- Unsatisfied
S- Satisfied NSAA- Not Satisfied at All

Table 15 shows the frequency distribution of the level of satisfaction of
the respondents on the trainings conducted by the company. The statements
under the level of satisfaction got weighted means of 4.30, 4.28, 4.26, 4.25
and 4.21 and has a verbal interpretation of satisfied.
As a whole, the respondents assessed their level of satisfaction with an
overall weighted mean of 4.26 and has a verbal interpretation of satisfied. This
indicates that the respondents find the training conducted by the company as
helpful and effective.
According to Gerhart et al (2007) stated that with training so essential in
modern organizations, it is important to provide training that is effective. An
effective training program actually teaches what it is designed to teach, and it
teaches skills and behaviors that will help the organization achieve its goals.
The goal of training is for for employees to master the knowledge, skills and
behaviors emphasized in training programs and to appythem to their day-to-
day activities (Noe, 2008).

Chapter 5
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
This study aims to know the effectiveness of training on job performance
of selected employees of the Global Dominion Financing Inc.
Using descriptive research as methodology, the researchers created
survey questionnaire that was answered by 57 respondents from different
departments of Global Dominion Financing Incorporated.
SUMMARY OF THE FINDINGS
This study aims to determine the effects of training program on job
performance of the selected employees at Global Dominion Financing
The study gives answers to the questions mentioned in the statement of
the problem of this study by answering the following questions:
1. What is the profile of the respondents in terms of the following:
1.1 Age
1.2 Gender
1.3 Civil Status
1.4 Length of Service
1.5 Educational Attainment

2. What are the effects of training on the respondent’s performance in
terms of:
2.1 Work Productivity
2.2 Absenteeism/ Tardiness
2.3 Work Commitment
2.4 Job Satisfaction
2.5 Relationship with Employer and Co-employees
3. What is the level of satisfaction of the respondents on the training
programs conducted by the company?
After the data gathered had been tallied and interpreted, the following
are the findings from the study conducted:
As for the profile of the respondents in terms of age, around 20-25 got
the highest number of population. When it comes to gender, the number of
female respondents are higher than male. Based on the frequency and
percentage distribution of the respondents according to their civil status, it
shows that majority of the respondents are single. In terms of length of
service, the highest number of respondents have worked in the Global
Dominion, Inc. for less than a year. The findings show that most of the
respondents completed a bachelor’s degree for their educational attainment.
Almost all of the respondents have undergone training through seminar, and
some have undergone coaching and management training program. Based on
the perception of the respondents, the training programs they have undergone
is/are effective in improving their Work Productivity, Absenteeism/ Tardiness,
Work Commitment, Job Satisfaction, and Relationship with Employer and Co-
employees. They have assessed their level of satisfaction on the training
programs conducted by the company as “satisfied”.
CONCLUSIONS
Based on the research findings, the following conclusions are made:
1. The data that the researchers gathered shows that majority of the
respondents are female and 20-25 years old has the highest count on
age bracket. Most of them are single and has an educational
attainment of Bachelor’s Degree and is serving Global Dominion
Financing Inc. for less than a year.
2. According to the findings of this study, the kind of training undergone
by the respondents that has the highest frequency is seminar,
followed by Management Training Program, and lastly, coaching.
3. The result of the study shows that there is an effectiveness of training
program to the selected employees of Global Dominion Financing
Inc., under the variables of work productivity, absenteeism/tardiness,
work commitment, job satisfaction and relationship with employers
and co-employees.
4. Researchers conclude that the respondents are satisfied with the
training programs conducted by the company.

Recommendations
The researchers strongly recommends:
1. The findings shows that the company conducts seminar to almost all of
the respondents. Therefore, the researchers recommend that the
company formulate more topics like seminars about productivity,
personality development, effective communication, and other important
topics that can ehance or boost the skills, knowledge, and motivation of
their employees that they can use to improve their job performance.
2. In terms of training, the researchers recommend to conduct more kinds
of training for the employees to develop more skills that will be useful to
their work and to achieve their full potential and secure organizational
and personal success. The researchers recommend to conduct trainings
like soft skills training, teamwork training, interpersonal skills training,
and paralinguistic communication training.
3. In order for this research become more reliable, the researchers
recommend for future researchers to do an extended research on
different populations and at different time zones to ensure strong
empirical conclusions on how training affects employee’s job
performance.

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POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

THE EFFECTS OF TRAINING ON JOB PERFORMANCE OF

The Study Context

Most of the company focuses on improving the compensation and

company gives to its employees is worth it.

“Change is inevitable” (Tony Robbins). We cannot deny the fact that

businesses so in order to cope with the latest development in this field,

employees need to undergo training. If they do not provide continuous training

they will find it difficult to stay ahead of the competition. Of course, no

for every employee’s excellent performance. It is also a process that tries to

improve the skills, knowledge, capabilities, and social relationships of each

employees. Employee is a blood stream of any business. The disaster and

accomplishment of the firm depends in every employee’s performance.

Achieving the goal of the company merely depends on its manpower’s

overall job performance. But how can it be possible to improve an employee’s

skills and ability to perform their job excellently? By means of training,

improve in the trainings they are currently implementing on their employees.

Background of the Study

The concept of training predates history; it is as old as man himself.

Training is a learning experience which seeks relatively permanent changes in

development is a very important aspect of human resources management.

Which must be embarked upon either proactively or reactively to meet any

of training programs to employees job performance because the researchers

researchers believed that, for organizations to maintain a competitive

advantage, they must focus on enhancing performance through a process of

Strategically, organizational learning, which makes use of training and

development as one of the several responses, deals with the acquisition of

understanding, know-how, techniques and practices. These intellectual

intangibles can be translated into an organizational resource through the

organization-wide training and development (Armstrong, 2006). Training and

development are planned learning experiences which teach employees how to

perform current and future jobs more effectively. Some researchers

emphasized that training focuses on present jobs while development prepares

development is to contribute to the organization's overall goal.

In the Global Dominion Financing Inc., human resources, skills and

because, as a service industry, the service provided by Global Dominion

Financing Incorporated is delivered through its personnel. Global Dominion

therefore seeks to investigate the effect of training on staff performance at

Global Dominion Financing Inc.

Figure 1. The ADDIE MODEL

As shown in figure 1, Addie Model, is the generic process traditionally

used by instructional designers and training developers. The five phases—

Analysis, Design, Development, Implementation, and Evaluation—represent a

dynamic, flexible guideline for building effective training and performance

analysis, design, development, implementation, and evaluation.

ADDIE is an acronym where every letter corresponds to one of the

model’s main phases: Analysis, Design, Development, Implementation, and

Evaluation. The ADDIE methodology was developed in Florida State

University’s Center for Educational Technology back in the seventies.

to which it owes its streamlined processes and clear delineation of phases.

to the development of educational and training programs (Hannum, 2005).

INSTRUCTIONAL SYSTEM DESIGN (ISD) “ADDIE” STEPS AND OUTPUT

ANALYZE DESIGN DEVELOP IMPLEMENT EVALUATE

Performance Learning Maps Draft Trained Training

Requirements Courseware People Results

Training Objectives Formative Performance

Requirements Evaluation Results

Exercises and Revised

Table 1. Medsker Version

Table 1 presents five phases of ADDIE Model:

• Design- plans and decision making on how training will be done

• Development- it is how to improve the plans and decision

• Implementation- application of the plans

• Evaluation- it is how they assess the training