omid sharafat training and development programs in ... · training and development programs in...
Post on 26-May-2020
1 Views
Preview:
TRANSCRIPT
Omid Sharafat
Training and development programs in
telecommunication companies - a case study on
Etisalat Afghanistan
Volume | 032 Bochum/Kabul | 2017 www.development-research.org | www.afghaneconomicsociety.org
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
1
Training and development programs in telecommunication
companies - a case study on Etisalat Afghanistan
Omid Sharafat
Keyword list
Productivity, Job Performance, Promotion, Training and development, Cross tabulation,
Telecommunication, Etisalat Afghanistan
Abstract
Training and development is considered vital for the employees in order to increase their
productivity. Training assists employees to learn skills and behaviors that will help them perform
their job successfully.The main motive behind doing this research was to find the positions of the
employees in Telecommunication Company in Afghanistan.
The data was collected from 182 employees in five provinces. The main objective of this paper
was to find the relationships between the variables such as training with productivity, training with
promotion, training with job performance, productivity with promotion, and so on.
In order to analyze these relationships the cross tabulation method was used and then the
relationship was tested using chi square test. From the study it was found that the following
variables had positive relationship: training with productivity, training with objective achievement,
training with job performance, productivity with promotion, and quality of training with productivity.
However, the following variables had the negative relationships: education with job performance,
incentives with participation in the training, experience with promotion, and experience with
productivity. Most of the relationships were as expected, except few such as education with job
performance, experience with productivity, providing incentives for training and participation in
training.
Description of Data
A total of 182 questionnaires were distributed to employees of Etisalat Afghanistan. The response
rate was positive, with all 182 questionnaires returned and completed. The provinces included in
this study were Khost, Paktia, Paktika, Ghazni, and the capital, Kabul. The total number of
employees in these provinces is 1,349, meaning that 13.49% of them were interviewed for this
research. The first four of the above-mentioned provinces are located in the south-east region of
Afghanistan, which had easier access in terms of transportation and security concerns. Kabul
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
2
was selected based on data accessibility and its linkages with the provinces. Additionally, almost
all local trainings conducted in Kabul. Due to security and time constraints, other provinces were
not included.
Effective sampling techniques were used for this study. In order to maintain a broadly inclusive
focus, all employee levels of Etisalat Afghanistan were considered. The research sample was
then picked up randomly based on the company personnel working in five different provinces
noted above with the objective of making it sufficiently representative with regard to the total
population of the company. The primary data were collected using questionnaires that included
22 questions. The answering process of the questionnaire was completed through face-to-face
meetings, emails, phone calls. The secondary data were collected from various sources such as
textbooks, journals, articles, and websites.
Research Question/Theoretical contextualization
Telecommunication is one of the major market sectors in Afghanistan and accounts for the largest
in private ownership. Human resources are a major and significant component of this sector and
must be viewed as one of the priorities of telecommunications companies. In Afghanistan, this
sector is growing and there is stiff competition between the players. In consequence, only
companies with highly skilled and well-trained employees will perform well. Several studies of the
South Asia region show that training and development play an extremely significant role in
capturing market share. One study of the Indian market has shown that the impact of training and
development is higher than that of other factors (Deepa & S, 2014, p. 7). The Indian
telecommunications company Airtel has a market share of some 20.6 percent just after Vodafone
with 16 percent (Deepa & S, 2014, p. 8). This is so because they have invested more than other
companies in the training and development of employees to achieve their goals. Another study in
Sri Lanka shows that training and development can improve teamwork, morale, motivation,
productivity, quality, safety, job satisfaction and hidden talents (Imbulana & Gamage, 2013, p.
23).
In the telecommunications sector, the absence of human resources with managerial and/or
technical skills has placed massive limitations on the expansion of development projects. For this
reason, the industry is always constantly trying to improve its human resources. Training and
development are fundamental aspects of the process of building human resources capacity in the
industry. Investing in human capital will ensure that the sector produces positive impacts on the
productivity of employees as well as on the organization as a whole. The development of
innovative solutions and new technologies, as well as the focus on customer satisfaction, has led
to significant changes in the training and development programs in the telecommunications
sector.
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
3
Every so often, the business environment changes and all businesses find that they have many
new opportunities to exploit and challenges to tackle. In such a competitive environment, only
dynamic companies that reinvent themselves are able to survive. It is, therefore, the responsibility
of the management of these companies to offer employees a stimulating work experience
enabling them to make the best of such opportunities and deal with the challenges facing the
company. This approach allows companies to remain competitive. In the course of time, the
management will be required to change its rules, regulations, and policies. Apart from the other
challenges such as improving production and making use of advanced technology to improve
efficiency, there is also intense competition between the various players in the industry to recruit
a competent and experienced and workforce. The success of the company will depend on the
quality of the workforce, which is also faced with many challenges. Thus, the company must
attract a high quality and competitive workforce, recruit intelligent, dynamic and enthusiastic
people and motivate the current workforce by using a range of techniques as well as offering
quality training and development programs. For a company to remain competitive, training is an
essential tool that can help it gain a competitive edge and enable the workforce to achieve the
company’s stated objectives.
In the light of all the above-mentioned considerations and studies, the focus in this paper is on
evaluating training and development programs from an employee’s perspective in general and
finding out in particular how employees evaluate the effectiveness of training and
development program in Etisalat Telecommunication Company?.
Training can make employees more able and sure in their jobs, and consequently in their life.
Hence, it is an organized procedure for improving the knowledge and skill of the employees
“Training refers to a planned effort by a company to facilitate employees’ learning of job-related
competencies” (Noe, 2010, p. 5). Employee performance goes hand in hand with training and
since employees are the determining factor of organizational success, there is need to ensure
that employees are motivated and that the factors that determine employee performance are
analyzed. Employee performance is affected by training (Huang, 2001, p. 440). Training is a
planned effort by an organization to facilitate employee learning of competencies that are job-
related including knowledge, behaviors, and skills that are fundamental for effective job
performance. The process of training entails teaching old or new employees so as to increase
their productivity at the workplace. Training involves skill and knowledge acquisition for
performing certain jobs. It is also referred to as the systematic process of behavior modification
that occurs due to education, planned experience, development and instruction (Arthur et al.,
2003, p. 237).
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
4
Evaluation of training and development programs can be done in different ways, the most
commonly used ones being meant for providing feedback on such things as “ improving future
provision, informing senior management for strategic decisions on training expenditure, and
encouraging trainees to reflect on their experiences” (Boxall, et al., 2007, p. 331).
In the evaluation, the main idea behind the feedback is to analyze the effectiveness of training
programs which would make it possible to later use all the accumulated data in order to assess
the training program in general. Topno (2012) claims that “training evaluation refers to the process
of collecting and measuring the outcomes needed to determine whether training is effective”
(Topno, 2012, p. 16).
It is obvious that evaluation permits organizations to keep conducting training programs that work
efficiently and stop those training programs, which do not work well and are inefficient.
A training evaluation can have one of two basic aims: first, to increase the effectiveness of the
training by assessing progress before it is complete and second, to measure the final result.
These two aims are described as formative and summative evaluation, respectively (Noe, 2010,
p. 218).
Formative evaluation refers to assessment that takes place during the training program for the
purpose of development and improving performance. The goal of this type of evaluation is to
make sure that the training program is well managed and running efficiently, thus enabling
trainees to learn adequately and fell satisfied with the process. The information acquired from a
formative evaluation is used to improve future training programs (Noe, 2010, p. 218).
A summative evaluation, on the other hand, involves estimating the effectiveness of a completed
training programs and determining the goals that should be set for a future training (Noe, 2010,
p. 219).
Evaluation is meant to determine the extension of the changes in the expected result of an
organization due to training programs, which were fulfilled for the participated employee.
The aim of an evaluation is to determine the elements on which to focus in order to make a training
program most effective. It also assists with deciding what is desirable in cost/benefit terms and
how expectations can be fulfilled most cost-effectively in the future (Armstrong, 2006, p. 615).
Every year, American companies spend considerable sums of money in training their employees.
At the same time, both individual trainers and the training community at large continue discussing
various aspects of the value of a training program and ways of determining it (ATD Staff, 2013).
It is widely believed that training employees properly will allow a company to become more
profitable. Value is added through enhancing employees ‘productivity, skills, and commitment to
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
5
the company. Now the question arises: Do the employees personally benefit from training
programs? The answer to this question is assumed to be more on the positive side, as training
programs are mostly centered on acquiring communication skills, computer literacy, and an
enhanced understanding of customer service, teamwork, ethics, quality assurance, safety, and
so forth. In more detail, the direct benefits to employees from training include:
Job satisfaction: Employees will not be committed to their company if they feel that it is
not looking after them. On the other hand, if the company is willing to cover the costs of
employees’ training, then employees are likely to see the value in this and perform their
work better (Khan, 2016, p. 7). Furthermore, providing training programs may lead to
satisfied employees who believe that their job has a purpose beyond just financial benefits.
High job satisfaction means that employees feel motivated to achieve a better outcome
for both, their own and their company’s sake (Jha, 2016, p. 34).
Improvement in career competencies: Most employees in the telecommunication sector
understand that knowledge matters and they must maintain and, indeed, consistently
improve their skills in order to meet the current demands of the market. They understand
the importance of training programs and want to increase their salary. New employees
have less experience and prefer to join companies that are willing to provide training. This
will help them to improve their skills and understand new technologies. Employees believe
that some training programs may lead to more responsibility and a higher salary. Every
employee would like to remain competent and up to date in the ever-changing job market.
This gives employees the hope of suitable opportunities (Raja, et al., 2011, p. 64).
Improvement performance: Training improves the performance of employees, which they
desire, along with personal development. It can be assumed that the employees’ ambition
to improve their job performance is not their only goal. Rather, they are also interested in
taking advantage of what might become possible through this improvement. Furthermore,
employees desire to gain more technical and professional skills. They believe that this will
help them to deliver great results and receive positive appraisals from their superiors. The
employee is aware that his performance is measured against certain metrics, and he
would like to gain skills that will guarantee better results. This will enable the employee to
meet the key performance indicators that have been set out by the company. Improved
performance matters to employees because it can be the gateway to the promotion and
greater remuneration. It also keeps employees motivated and engaged (Khan, 2016, p.
16).
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
6
Self-esteem: Through training, employees gain new skills, which builds self-esteem. This
may lead to employees having greater confidence about the work and embolden them to
be more creative and flexible (Kum, et al., 2014, p. 102).
Better pay: As mentioned above, by receiving training, employees build self-esteem,
which may result in positive changes in their behavior and work style. As a result,
employees could also earn better pay through promotions and raises (Kum, et al., 2014,
p. 102).
Productivity: Training makes employees more productive and enhances their chance of
earning promotion. Hence, companies usually organize training when they need to
improve employees’ skills or update them about the use of new technology. Ultimately,
employees are receiving direct benefits from the training that will bring about changes in
their personal productivity. By adopting new skills, employees feel more informed,
confident, and productive, which increases their expectation of performing better and
receiving compensation in various ways (Kum, et al., 2014, p. 99).
Creativity and problem-solving skills: Training employees and helping them to acquire new
skills gives them the opportunity to become more creative and to think differently about
challenges compared with untrained employees. Trained employees may also proceed
more efficiently and rationally when solving a problem or taking a decision (Pulakos, 2004,
p. 21).
Employees prepare for a change in the firm: It is expected that training and development
program will equip employees with the necessary set of skills that will make them accept
the change process in the firm. Change in the firm is associated with a radical shift in the
way tasks and processes are performed in a firm. These changes in the firm include
employee’s loss of job, increased responsibility, new tasks and new ways of performing
the tasks in the company. If the employee is prepared psychologically for change, this
implies less time for convincing an employee to accept change and use that time for
increased productivity (Itika, 2011, p. 128).
The results presented above could arise from undertaking training in a company. However, this
depends on the type of training, the type of work, and the broader cultural environment, which
mostly depends on country-specific norms. Therefore, the results will evaluate and test these
hypothesized outcomes by considering the specific case of Etisalat, Afghanistan.
Field research design/ Methods of data gathering
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
7
In 2002, when the new transitional government was established, the telecommunications sector
grew significantly, particularly in mobile communications. In this year, the AWCC was the only
mobile service company supplying these services across the country, with an initial investment of
USD 56.9 million (Hamdard, 2012, p. 13). There are now six companies in the country, which
have investments in the telecommunications sector and actively operate in this field. Four of these
six companies are GSM/mobile operators, namely AWCC, Roshan, Etisalat, MTN, as well as two
fixed-line carriers, Afghan Telecom and Wasel Telecom (Hamdard, 2012, p. 8).
In May 2006, Etisalat received the 4th GSM license from the Ministry of Communication and
Information Technology (MCIT) with a total license fee of USD 40.1 million, through an initial
investment of USD 300 million (Mandozai, 2016).
The total ownership of Etisalat in Afghanistan belongs to Etisalat UAE (Hamdard, 2012, p. 16). In
addition to Afghanistan, Etisalat UAE operates throughout the Middle East and Africa, and is
considered by many to be one of the largest and most well-known telecommunications companies
in the world (News, 2014).
Of the approximately 1.9 billion people populating 18 countries across Asia, the Middle East, and
Africa, more than 135 million are customers of Etisalat telecommunications services (Etisalat
Afghanistan, 2013). Etisalat Afghanistan began in August 2007 and now covers 34 provinces and
over 200 districts, providing voice and data services through more than 12,000 retail outlets. The
number of active Etisalat customers in Afghanistan has recently reached 5 million people (Etisalat
Afghanistan, 2013). Etisalat was the first 3G launcher, and was awarded a 3G license by ATRA
for USD 25 million in license fees on March 18, 2012 (Hamdard, 2012, p. 16). Etisalat
Afghanistan’s annual revenue for 2014 was AFN 14 billion and AFN 12.5 billion in 2015. When it
comes to market value for customers, Etisalat ranks third, with Roshan and MTN ranking first and
second, respectively (Mandozai, 2016). Etisalat Afghanistan has a total of 3389 employees
divided across four major staff categories, namely national, international, casual, and contractual,
as shown in Table 1 (Mandozai, 2016).
Table 1: The number of Etisalat employees by staff category. Source: (Mandozai, 2016).
Staff Category Number of Employees
1. National permanent employees 479
2. International permanent employees 17
3. Casual employees 184
4. Contractual employees 2709
5. Total employees 3389
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
8
Approximately 90% of Etisalat Afghanistan employees are locally employed. Etisalat UAE
recently employed world-renowned trainers to conduct an employee succession plan for the
training and development of Afghan employees, aiding upward mobility into senior management
positions (Etisalat Afghanistan, 2013). Etisalat Afghanistan offers international roaming services
in over 116 countries through 231 operators (Etisalat Afghanistan, 2013). Etisalat Afghanistan
has taken many initiatives with respect to corporate social responsibilities. Supporting the national
cricket team and other sports activities is one of many contributions this firm has made.
Furthermore, they are highly involved with helping poor members of society. For example, the
food distribution program is a country-wide activity carried out by Etisalat. In addition, it
implements a comprehensive campaign for collecting blood donations, which are given to
hospitals, indeed when emergency situations arise (Etisalat Afghanistan, 2013).
As many of the variables considered below are dummy variables, it is possible to use the
frequency distribution method and cross-tabulations (that shows the association between two
variables) to interpret the results. Calculations were made using SPSS computer software. All of
the hypotheses were tested using a significance level of five percent. Since most of the data
collected are nominal level data, tests of relations between variables were conducted using the
Chi-square test.
Results
This section presents cross-tabulations and the results of chi-square tests that have been used
to determine whether there is an association between the variables discussed above.
These tables are based on data collected from Etisalat Afghanistan employees.
Table 2: Association between Productivity and Promotion
Promotion
Total Yes No
Productivity Yes Count 70 52 122
Expected Count 53.2 68.8 122.0
No Count 5 45 50
Expected Count 21.8 28.2 50.0
Total Count 75 97 172
Expected Count 75.0 97.0 172.0
Source: Own Data, December 2016
H0: There is no relationship between productivity, and promotion
H1: There is a relationship between productivity, and promotion
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
9
According to the results presented in Table 2 and the performance of a chi-square test, there is a
strong association between productivity and promotion. The level of significance against which p
values will be compared throughout this study is 0.05. In this case, the chi-square statistic is
32.371 and degrees of freedom are equal to one. The reported significance level is 0.000, which
is less than 0.05, and thus the null hypothesis that there is no relationship between productivity
and promotion can be rejected. Put another way, from the employees’ perspective, there is
evidence of a relationship between productivity and promotion. Furthermore, this relationship is
supposed to be positive based on the comparison of the expected count with actual count in the
cross-tabulation table.
Table 3: Association between Training and Productivity
Productivity
Total Yes No
Training Yes Count 120 35 155
Expected Count 109.0 46.0 155.0
No Count 1 16 17
Expected Count 12.0 5.0 17.0
Total Count 121 51 172
Expected Count 121.0 51.0 172.0
Source: Own Data, December 2016
H0: There is no relationship between training and productivity
H1: There is a relationship between training and productivity
According to the cross-tabulation presented in Table 3 and the performance of a chi-square test,
there is an association between productivity and promotion. The chi-square statistic is 37.585,
the degrees of freedom are equal to one, and the reported significance level is 0.000, which is
less than 0.05. Therefore, the null hypothesis that there is no relationship between training and
productivity can be rejected. From the employees’ perspective, there is evidence of an association
between training and productivity. Furthermore, this relationship is supposed to be positive based
on the comparison of the expected count with actual count in the cross-tabulation table.
Table 4: Association between Training and Promotion
Promotion
Total Yes No
Training Yes Count 74 86 160
Expected Count 69.8 90.2 160.0
No Count 1 11 12
Expected Count 5.2 6.8 12.0
Total Count 75 97 172
Expected Count 75.0 97.0 172.0
Source: Own Data, December 2016
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
10
H0: There is no relationship between training and promotion
H1: There is a relationship between training and promotion
According to the cross-tabulation presented in Table 4 and a chi-square test, there is a strong
association between training and promotion. The chi-square statistic is 6.526, the degrees of
freedom are equal to one, and the reported significance level is 0.011, which is less than 0.05.
Therefore, the null hypothesis can be rejected. It can be concluded that from the employees’
perspective, there is evidence of a relationship between training and promotion. Furthermore, this
relationship is supposed to be positive based on the comparison of the expected count with actual
count in the cross-tabulation table.
Table 5: Association between Training and Job Performance
Job performance
Total Yes NO
Training Yes Count 125 26 151
Expected Count 110.6 40.4 151.0
No Count 1 20 21
Expected Count 15.4 5.6 21.0
Total Count 126 46 172
Expected Count 126.0 46.0 172.0
Source: Own Data, December 2016
H0: There is no relationship between training and job performance
H1: There is a relationship between training and job performance
According to the results presented in Table 5 and performing a chi-square test, there is a strong
association between training and job performance. The chi-square statistic is 57.280 with degrees
of freedom equal to one. In this case, the reported significance level is 0.000, which is less than
0.05. Therefore, the null hypothesis can be rejected. From the employees’ perspective, there is
evidence of a relationship between training and job performance. Furthermore, this relationship
is supposed to be positive based on the comparison of the expected count with actual count in
the cross-tabulation table.
Table 6: Association between Training and Achievement of Objectives
Got Objective
Total Yes No
Training Yes Count 92 68 160
Expected Count 86.5 73.5 160.0
No Count 1 11 12
Expected Count 6.5 5.5 12.0
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
11
Total Count 93 79 172
Expected Count 93.0 79.0 172.0
Source: Own Data, December 2016
H0: There is no relationship between training and the achievement of objectives
H1: There is a relationship between training and the achievement of objectives
According to the cross-tabulation presented in Table 6 and performance of a chi-square test, there
is a strong association between participation in training and employees’ achievement of
objectives. The chi-square statistic is 10.866, degrees of freedom are equal to one, and the
reported significance level is 0.001, which is less than 0.05. Therefore, the null hypothesis can be
rejected. From the employees’ perspective, there is evidence of a relationship between
participation in training and the achievement of objectives. Furthermore, this relationship is
supposed to be positive based on the comparison of the expected count with actual count in the
cross-tabulation table.
In order to make the analysis simple, from this point, only the results of the chi-square test will be
presented as the test of the relationship between the variables.
H0: There is no relationship between quality of training and productivity
H1: There is a relationship between quality of training and productivity
The calculated chi-square statistic is 16.329, with three degrees of freedom. The reported
significance level is 0.001, which is less than 0.05. Therefore, the null hypothesis can be rejected,
and it can be concluded that from the employees’ perspective, there is evidence of a relationship
between the quality of the training and productivity.
H0: There is no relationship between providing incentives for training and participation in training
H1: There is a relationship between providing incentives for training and participation in training
The calculated chi-square statistic is 0.354, the degrees of freedom are equal to one, and the
reported significance level is 0.552. At the five percent level, the null hypothesis that there is no
relationship between these variables cannot be rejected. We thus conclude that it is possible that
there may be no relationship between providing incentives for training and participation in training.
H0: There is no relationship between education and job performance
H1: There is a relationship between education and job performance
The calculated chi-square statistic is 4.977 with 2 degrees of freedom. The reported significance
level is 0.083, which is greater than 0.05. Therefore, the null hypothesis cannot be rejected at the
five percent level. From the employees’ perspective, there is no association between education
and job performance.
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
12
H0: There is no relationship between the application of skill and productivity
H1: There is a relationship between the application of skill and productivity
In this case, the chi-square statistic is 9.243, with 2 degrees of freedom, and the reported
significance level is 0.01, which is less than 0.05. Therefore, the null hypothesis can be rejected,
and it can be concluded that from the employees’ perspective, there is evidence of a relationship
between the application of skill and productivity.
H0: There is no relationship between experience and promotion
H1: There is a relationship between experience and promotion
The calculated chi-square statistic is 3.851 with 2 degrees of freedom. The reported significance
level is 0.146, which is greater than 0.05. Therefore, the null hypothesis cannot be rejected at the
five percent level. It can thus be concluded that from the employees’ perspective, there is not a
relationship between experience and promotion.
H0: There is no relationship between experience and productivity
H1: There is a relationship between experience and productivity
The calculated chi-square statistic is 5.038 with 2 degrees of freedom. The reported level of
significance is 0.081, which, again, is greater than 0.05. Therefore, the null hypothesis cannot be
rejected at the five percent level. From the employees’ perspective, there is no relationship
between experience and productivity.
Discussion & Conclusion
The intention of this study was to evaluate the effectiveness of the training and development
programs used by the telecommunications company Etisalat Afghanistan. The data were
collected through questionnaires, with a sample size of 182 interviewees. The respondents were
selected from five provinces (Khost, Paktia, Paktika, Ghazni, and Kabul) of Afghanistan. Before
the results were presented, background information of the training and development programs
was provided. The evaluation was carried out in a way that provided insight into the perspectives
of employees. This study utilized the cross-tabulation method as well as the chi-square test to
determine whether there were associations between pairs of variables.
Theoretically, it has been assumed that Etisalat Afghanistan’s training and development programs
have an impact that is felt in many ways. These include productivity, promotion, job performance,
personality development, career advancement, wage increases, enhanced job satisfaction, and
so forth. However, according to the results of this case study, the training programs have not been
influential in certain respects. In addition, other pairs of variables revealed an absence of
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
13
association, such as experience and productivity, education and job performance, which was
unexpected.
In the empirical section, Cross-tabulations and chi-square tests of significance were used to
determine whether there was a relationship between different pairs of variables.
The results and conclusions are wholly based on information provided by the respondents:
employees of Etisalat Afghanistan. The data were collected from these employees, and the
analysis, as well as the evaluation, was made on the basis of their perspectives. While the
theoretical background covers all the ways in which aspects of training and development
programs of the company can be evaluated, the conclusions of this paper focus on what the
employees of Etisalat Afghanistan have experienced.
The data were thoroughly reviewed and inspected before the tests of significance were
performed. A significance level of five percent was used throughout.
Based on the findings, it can be concluded that productivity is associated with promotion, and
quality of training is associated with productivity. Training is associated with a number of variables.
These include productivity, performance, promotion, and achievement of objectives. In contrast,
there are variables that do not demonstrate evidence of being associated with each other. These
include providing incentives and participation in training, experience and productivity, experience
and promotion, as well as education and job performance.
From a long-term perspective, the relationship between training and many of the variables noted
above may persist over time.
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
14
References
Armstrong, M., 2006. Human Resource Management Practice. Tenth ed. London,: Kogan Page
Limited.
ATD Staff, 2013. $164.2 Billion Spent on Training and Development by U.S. Companies, USA:
ATD: Association for Talent Development.
Boxall, P., Purcell, J. & Wright, P., 2007. Human Resource Management. New York: Oxford
University Press.
Deepa, C. & S, P. B., 2014. Employee training practices for sustainability in Telecom industry.
International journal of economics, commece and management , 2(2), pp. 1-9.
Etisalat Afghanistan, 2013. Etisalat corporate profile. [Online]
Available at: http://www.etisalat.af/etisalat-afghanistan
[Accessed Monday December 2016].
Hamdard, J., 2012. The state of telecommunication and internet in Afghanistan six years later
2006-2012, Kabul: USAID & Internews.
Huang, T. C., 2001. The relation of training practices and organizational performance in small
and medium size enterprises. Education + Training, 43(8/9), pp. 437-444.
Imbulana, L. & Gamage, P. N., 2013. Training and Development and performance of
employees: Evidence of Srilanka Telecome. International Journal of marketing, financial
services & management research, September, 2(9), pp. 12-24.
Itika, J. S., 2011. Fundamentals of human resource management. Africa: African Studies
Centre.
Jha, V., 2016. Training and Development program and its benefits to employee and
organization : A conceptual study. International journal of scientific research in science &
technology, 13 September, 2(5), pp. 80-86.
Khan, A. A., 2016. Impact of training and development of employees on employee performance
through job satisfaction : A study of telecom sector of Pakistan. Macrothink Institute: Business
management and strategy, 7(1), pp. 29-46.
Kum, F. D., Cowden, R. & Karodia, A. M., 2014. The impact of training and development on
employee performance: A case study of Escon Consulting. Singaporean journal of business
economics, and management studies, 3(3), pp. 72-105.
Mandozai, N., 2016. Background of Etisalat Afghanistan [Interview] (Thursday November 2016).
News, R. W., 2014. World's largest mobile operator. [Online]
Available at: http://www.rcrwireless.com/20140924/carriers/worlds-largest-mobile-operators-
Training and development programs in telecommunication companies – a case study on Etisalat Afghanistan
15
tag2
[Accessed Monday December 2016].
Noe, R. A., 2010. Employee Training and Development. 5th ed. America, New York,: Paul
Ducham.
Pulakos, E. D., 2004. Performance Management. USA: SHRM Foundation.
Raja, A. G. K., Furqan, A. K. & Muhammad, A. K., 2011. Impact of Training and Development
on Organizational Performance. Global Journal of Management and Business Research, July,
11(7), pp. 63-68.
Topno, H., 2012. Evaluation of Training and Development: An Analysis of Various Models.
Journal of Business and Management (IOSR-JBM)., Sep-Oct, 5(2), pp. 16-22.
top related