ABSTRACT
Background: The training and Development teams of every organization aim to drive better employee performance and make a better impact on their businesses. In order to achieve maximum performance, it is critical to consider the capacity building of organizations and institutions. For example, it has been indicated as a means for ensuring the continued existence of organizations by building institutional strength and reducing reliance on key individuals [15]. Effective capacity building allows an organization to continue its work despite staff turnover or changes in the operating environment.
Purpose: This paper focuses on determining the impact of training and development on employee performance by focusing on the insights of sustainable capacity building at one of the organizations in Qatar's telecommunication sector. It also determines the employees’ opinions of how training programs could build the capacity of employees.
Research methods: A probability technique was employed in this research by using a simple random sampling method to select participants randomly and a quantitative approach was employed by using a survey-based data collection through a questionnaire. The population of the selected company consisted of 150 employees, the data was received from 122 employees reflecting a response rate of 88.5% of the sample size selected, and it was examined through descriptive statistics, reliability analysis, correlation matrix, and regression analysis.
Results: The findings demonstrated that an alpha value of all variables is above 0.84, which shows that the results for the test are highly reliable and valid. The results proved that there is a high correlation where all independent variables (Training Needs Assessment, Training Content, and Training Evaluation) are correlated with the dependent variables (Task Performance and Work Environment) with coefficients greater than 0.97, respectively. Regression analysis shows the strength of the link between variables, the R Square value in regression statistics table is 0.980, which means that the predictor variables in the model (Training and Development) explain higher and stronger relationship with (Employee performance), the P-value shows a value of 0.0012 which results in accepting the alternative hypothesis which is ‘training & development affects employee performance’.
Originality: The originality of the current paper comes in identifying the implementation of training and development with employee performance and how sustainable capacity building helps to upskill and re-skill employees, specifically in one of the Qatari organizations in the telecommunication sector. The researchers have proposed a model to outline a 579sustainable solution of training and development designed to enhance capacity building through employee performance.
Conclusion: The research has outlined the essential aspects of training and development and its impact of employee performance in the telecommunication sector. This study proved that all variables of training and development such as training needs assessment, training content, and training evaluation are correlated with performance. Moreover, this research proves that training and development affects employee performance.
