EFFECTIVENESS OF WORK TRAINING IMPLEMENTATION THAT IMPACT TO IMPROVING PERFORMANCE OF EMPLOYEES
DOI:
https://doi.org/10.61841/ce9jj319Keywords:
Job Training, Employee PerformanceAbstract
This study aims to analyze and measure to what extent the influence of job training on employee performance in the Environmental Department of Majalengka Regency. The population in this study is the total number of employees who work in the Department of the Environment of Majalengka Regency, with a total of 72 people. Meanwhile, for the number of research samples taken in this study, as many as 61 respondents used a sampling technique in the form of cluster random sampling. The research method used in this study is a survey research method for which data processing and analysis techniques are used in the form of simple regression analysis. The results of his research indicate that job training has a significant effect on employee performance in the Environmental Department of Majalengka Regency. Thus, it is said that the more effective job training that is held at an organization or company, the higher the work results that can be shown by the employees that are included in connection with increasingly increasing the work ability of employees at work.
Downloads
References
[1] Ahmad et al. (2014). Impact of Training and Development on the Employee Performance: “A Case Study from Different Banking Sectors of North Punjab. Arabian Journal for Business and Management Review (Nigerian Chapter), Vol. 2 (No. 4): 19-24.
[2] Arikunto, S. (2006). Prosedur Penelitian; Suatu Pendekatan Praktek. Edisi Revisi V. Jakarta: Rineka Cipta.
[3] Asnani, A., Mattalatta & Gunawan. (2016). Analisis Pengaruh Pendidikan dan Pelatihan, Kompensasi, dan Lingkungan Kerja terhadap Kinerja Pegawai pada Sekretariat Daerah Kabupaten Soppeng. Jurnal Mirai Management, Vol. 1 (No. 2): 260-286.
[4] Carlisle, J., Bhanugopan, R., & D’Netto, B. (2019). Enhancing Task Performance Through Effective Training: The Mediating Role of Work Environment and Moderating Effect of Non-Mandatory Training. Journal of Business Research, 104: 340-349.
[5] Dessler, G. (2015). Human Resource Management. New Jersey: New Person Prentice Hall.
[6] Eddelani, O.; El Idrissi, N. E.; Monni, S. 2019. Territorialized forms of production in Morocco: provisional assessment for an own model in gestation, Insights into Regional Development 1(1): 6-18. https://doi.org/10.9770/ird.2019.1.1(1)
[7] Guntoro, B., Hastuti, D. W., & Nurtini, S. (2016). The Relationship Between Leadership Style, Work Motivation, Training of Employees, and Physical Work Environment Toward Employee’s Performance of Fastfood Company in Yogyakarta, Indonesia. Global Advanced Research Journal of Management and Business Studies, Vol. 5 (No. 1): 18-25.
[8] Handoko, T. H. (2001). Manajemen Personalia & Sumber Daya Manusia Edisi 2. Yogyakarta: BPFE-Yogyakarta.
[9] Hariandja, M. T. E. (2002). Manajemen Sumber Daya Manusia: Pengadaan, Pengembangan, Pengkompensasian, dan Peningkatan Produktivitas Pegawai. Jakarta: PT. Gramedia Widiasarana Indonesia (Grasindo).
[10] Hilkevics, S.; Semakina, V. 2019. The classification and comparison of business ratios analysis methods, Insights into Regional Development 1(1): 48-57. https://doi.org/10.9770/ird.2019.1.1(4)
[11] Ismail, R., Noor, Z. M., & Awang, A. H. (2011). Impact of Training Under Human Resource Development Limited on Workers’ Mobility in Selected Malaysian Service Sector. Eurasian Business Review, Vol. 1 (No. 2):146-159.
[12] Laksmana, D. A., Lapian, S.L.H.V. J., & Tumewu, F. (2015). The Effect of Compensation, Leadership, Work Environment, and Training on Employee Performance of Bank Syariah Mandiri Manado. Jurnal EMBA, Vol. 3 (No. 3): 522-532.
[13] Lu, D. & Betts, A. (2011). Why process improvement training fails. Journal of Workplace Learning, Vol. 23 (No. 2): 117-132.
[14] Maduka, C. E. & Okafor, O. (2014). Effect of Motivation on Employee Productivity: A Study of Manufacturing Companies in New Zealand. International Journal of Managerial Studies and Research (IJMSR), Vol. 2 (Issue 7):137-147.
[15] Mangkunegara. (2013). Manajemen Sumber Daya Manusia. Bandung: PT. Remaja Rosdakarya.
[16] Orpen, C. (1999). The influence of training environment on trainee motivation and perceived training quality. International Journal of Training and Development, Vol. 3 (No. 2): 34-43.
[17] Sabir et al. (2014). Impact of Training on Productivity of Employees: A Case Study of an Electricity Supply Company in Pakistan. International Review of Management and Business Research, Vol. 3 (No. 2): 595-606.
[18] Sakta, D. K. (2014). Pengaruh Pelatihan terhadap Kinerja Pegawai Dinas Pendidikan Kabupaten Sarolangun. Mankeu, Vol. 3 (No. 1): 374-463.
[19] Sugiarti, Hartati, T., & Amir, H. (2016). Pengaruh Pelatihan Kerja terhadap Kinerja Karyawan pada PT. Padma Ardya Aktuaria Jakarta. Epigram, Vol. 13 (No. 1): 13-20.
[20] Sugiyono. (2014). Metode Penelitian Kuantitatif, Kualitatif, dan Kombinasi (mixed methods). Bandung:Alfabeta.
[21] Triasmoko, D., Mukzam, M. D., & Nurtjahjoko, G. E. (2014). Pengaruh Pelatihan Kerja terhadap Kinerja Karyawan (Penelitian pada Karyawan PT Pos Indonesia (Persero) Cabang Kota Kediri). Jurnal Administrasi Bisnis (JAB), Vol. 12 (No. 1): 1-10.
[22] Widodo, S. E. (2015). Manajemen Pengembangan Sumber Daya Manusia. Jakarta: Pustaka Pelajar.
[23] Yao, Y., Liu, G. G., & Cui, Y. (2019). On-the-job training and organizational performance: analyses from medical institutions in China. China Economic Review, https://doi.org/10.1016/j.chieco.2019.101396.
[24] Yunadi, F., Hafasnuddin, & Ibrahim, R. (2017). Pengaruh Lingkunga Kerja, Motivasi, Masalah Personal dan Pelatiham terhadap Kinerja Karawang serta Dampaknya terhadap Kinerja Organnisasi RSUD, Vol. 8 (No. 3):37-51.
[25] Zeibote, Z.; Volkova, T.; Todorov, K. 2019. The impact of globalization on regional development and competitiveness: cases of selected regions, Insights into Regional Development 1(1): 33-47. https://doi.org/10.9770/ird.2019.1.1(3)
Downloads
Published
Issue
Section
License
Copyright (c) 2020 AUTHOR
This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
