Training and Performance: A Sign from Saudi Service Organizations

Abstract

The aim of this study is to explore the effect of training on organizational performance. Training techniques were categorized into two types: behavioural training techniques (on-the-job training) and cognitive training techniques (off-the-job training). Three behavioural techniques were selected – monitoring, coaching, and job rotation – and three cognitive techniques – role playing, lectures, and computer-based training. Training as an independent construct was measured based on these behavioural and cognitive techniques. On the other hand, organizational performance was measured based on subjective items related to the operational dimensions of organizations’ performance. A questionnaire-based survey was used to collect data from a sample consisting of 600 employees working at service organizations in Saudi Arabia. Of the questionnaires distributed to the sample, 478 were returned complete and valid for the analysis process. The Statistical Package of Social Sciences (SPSS) version 20 was used to analyse the collected data. The findings of the study confirmed that both behavioural techniques of training were significantly and positively related to organizational performance. In fact, the results identified job rotation as a main practice of on-the-job training techniques that lead to improved organizational performance. There is a statistically significant influence of other dimensions, such as coaching, monitoring, role playing, lectures, and computer-based training, on organizational performance. Despite the positive and direct impact of on-the-job training and off-the-job training on the dependent variable, organizational performance, on-the-job training has a larger impact on this construct. The results are presented and discussed, and recommendations, limitations, and future research directions are provided.