• Nutrition Research and Practice
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• v.4 no.1
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• pp.58-68
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• 2010

This study examined the extent of improvement of food safety knowledge and practices of employee through food safety training. Employee knowledge and practice for food safety were evaluated before and after the food safety training program. The training program and questionnaires for evaluating employee knowledge and practices concerning food safety, and a checklist for determining food safety performance of restaurants were developed. Data were analyzed using the SPSS program. Twelve restaurants participated in this study. We split them into two groups: the intervention group with training, and the control group without food safety training. Employee knowledge of the intervention group also showed a significant improvement in their score, increasing from 49.3 before the training to 66.6 after training. But in terms of employee practices and the sanitation performance, there were no significant increases after the training. From these results, we recommended that the more job-specific and hand-on training materials for restaurant employees should be developed and more continuous implementation of the food safety training and integration of employee appraisal program with the outcome of safety training were needed.

• Knowledge Management Research
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• v.18 no.4
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• pp.261-286
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• 2017

Key factors enhancing transfer behavior of training and knowledge sharing are of great interest to researchers and executives because training transfer and knowledge sharing activities are remarkable predictors of organizational growth. This study investigates the core motivations for boosting transfer behavior of training and knowledge sharing. To empirically test the impacts of employee training, servant leadership and self-efficacy, a survey was conducted in small-medium sized companies. The data (N=292) were analyzed using structural equation modeling analysis. The results indicate that higher employee training positively leads to self-efficacy and transfer behavior of training. Servant leadership is positively leads to self-efficacy, transfer behavior of training, and knowledge sharing. Self-efficacy of employees induces greater transfer behavior of training and knowledge sharing. Finally, transfer behavior of training encourages workers to increase knowledge sharing. This study represents an initial step to examine the psychological mechanism of improving employees' transfer behavior of training and knowledge sharing activities based on the employee training qualities and servant leaderships.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.11
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• pp.1021-1031
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• 2020

This study aims to invest in empirical relationships in a model that becomes the process of Team-Performance due to participation in practical training through causality between Training Effectiveness variables, soft-skill competence, Employee-Creativity, and team performance. This study uses a quantitative approach. The analytical tool used is structural equation modeling (SEM) using AMOS version 23 software. Accidental sampling technique is used to collect the sample. As many as 202 respondents filled up a survey questionnaire with complete and valid answers. This study's results significantly contribute to fill the gap of inadequate empirical evidence that can answer critical questions about the missing link between training and employee-performance, more specifically between training-effectiveness and team-performance. The results showed that practical training would encourage employees' soft-skill competence, improve Employee-Creativity, and improve Team-Performance. Furthermore, training-effectiveness also plays a significant role in enhancing employee-creativity and helping in optimal team-performance. This study also found that the relationship between employee-creativity and team-performance did not show positive and significant results; therefore, empirically, it did not support the hypothesis built in this study. Practical training targeted towards increasing soft-skills and creativity is a fundamental reason which not only aims to contribute toward organizational performance but also provides personal feedback for self-development.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.12
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• pp.995-1004
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• 2020

This study aims to analyze the effect of transformational leadership (TL), procedural justice (PJ), and training (T) on employee performance (EP) mediated by self-efficacy (SE). The object of this research is Rumah Sakit Umum Daerah (RSUD) M.Th. Djaman, a hospital in Sanggau Regency, while the subjects are the institution's staff. Data collection search uses purposive sampling with a total of 120 samples. Data are obtained through questionnaires distributed directly to respondents using the Google Form application. Data analysis techniques used in this study include standard error of mean (SEM) with AMOS software version 24.00. Methods use to test validity and reliability of data include Confirmatory Factor Analysis (CFA), Construct Reliability (CR) and VE. The results of the analysis show that only training has a significant effect on self-efficacy, and self-efficacy has a significant effect on employee performance. Also, self-efficacy is proven to mediate the role of training on employee performance; the other hypotheses are not significant. Training is the most prominent positive factor affecting self-efficacy and self-efficacy has a significant effect on employee performance at RSUD M.Th. Djaman. The results of this study can be used as a reference by management in determining what policy priorities should take precedence.

• Journal of Fisheries and Marine Sciences Education
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• v.25 no.2
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• pp.349-363
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• 2013

Using data from 286 employees who were working in medium and small company in Busan, the study analyzed the influence of educational training program traits perceived by employee on organizational effectiveness and job performance. The main results were as the followings. First, for organizational effectiveness, job relation and objective setting among educational training program traits had statistically significant influence on job satisfaction and involvement in organization after controlling the employee's characteristics. Second, for job performance, after controling the employee's characteristics, job relation, educational method, educational training environment, and objective setting had statistically significant influence on active participation, the improvement of task performance ability and confidence, or professional knowledge improvement. Additionally, among the employee's characteristics, the number of educational training participation was statistically significant predictor for job performance. Based on the main results, some suggestions and the limitations of the study were discussed.

• Journal of Information Technology Services
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• v.20 no.3
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• pp.13-25
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• 2021

The article presents the results of how employee's hierarchical job roles differently recognize a SM(smart manufacturing) and evaluate comprehensively on the SM employees training. The research was focus on small and medium size manufacturing corporation in Banwol·Siwha industrial complex, where is carried out Smart Complex National Policy. The Results from 205 participants working for a manufacturing firms in the Banwol·Siwha industrial complex. The results of study show that managers (vs workers) group is higher recognition of smart manufacturing and more intention to participate a SM employee training and utilize a SM equipments for test a manufacturing process. and these variables were mediated by SM cognition. These results will help SM manpower training center strategically design their training programs to maximize the training effectiveness.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.9
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• pp.115-120
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• 2022

This research aims to investigate the antecedents of career growth and its impact on employee performance. The research design is quantitative with a causal method. The sample used is 242 respondents working in different hospitals in Banten Province and were selected through the snowball sampling technique. The analytical method used to examine the research model is PLS-SEM. The analysis result shows that work environment and training have an impact on increasing career development and hospital employee performance. Career development can also directly be an antecedent in improving the performance of hospital employees, but only has a moderate effect in mediating the influence of work environment and training on the employees' performance in the hospital. Based on these findings, hospital management in Banten Province must create and maintain a comfortable working environment for employees, offer training specific to each employee's line of work to help them improve their abilities, and create a system for career planning that takes into account each employee's potential.

• International Journal of Computer Science & Network Security
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• v.21 no.11
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• pp.278-286
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• 2021

The aim of this paper is to examine the importance of skills development in the process of employee performance. As part of this research, we will seek to determine the nature and extent of skills development impact in improving employee performance. This research project is one of the new themes that some researchers have started in recent years. The novelty of this theme is the inclusion of the skill development factor. This factor is likely to have a positive impact on employee motivation and performance. Some of the factors already known to have an impact on employee performance, such as motivation, career development, training, and experience, will be adopted. It is assumed that the results of this research will have a positive impact on employee performance and employee retention.

• Korea Journal of Hospital Management
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• v.12 no.4
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• pp.96-118
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• 2007

This study were tried to suggest basic materials for making education and training plan, and members of organization were researched about thinking of education and training effectiveness and perceptible level. The subjects of this study were 762 hospital employee selected from ten of university hospitals in Seoul, Incheon, and Kyung Gi which are doing an education and training, and conducted a self-completion questionnaire. As a result of study and plan for raising the effectiveness were indicated following statements. Firstly, according to the general specific, training effectiveness was appeared similar. So, it requires suitable alternatives to make educational programs. Secondly, according to analysis of education and training necessity, achieving a goal for education and training have difference. it needs to be scientific analysis about necessity of education and training. Thirdly, when contents of education and training program are satisfied to educatee and fit for them, thinking of education and training effectiveness is higher. Therefore, establishing the goal of education training is concrete, realistic, and measurable for increasing learning motivation. Next to, thinking of education and training effectiveness is higher, when education and training person in charge taught to educatee very well, and they were satisfied about teaching. Consequently, they who nourishment of education and training person in charge within company have to improve their ability. And then, when educatee fit for teaching technique and satisfied about it, thinking of education and training effectiveness is higher. So, education and training were tried to find many of technique for fitting the desire of educatee. Sixth, the more education and training environment is satisfactory, the more educatee have high thinking of education and training effectiveness. CEO in hospitals have to think about many-sided solution for employee. Seventh, the more education and training have correct achieving organizational goal, the more educatee have high thinking of education and training effectiveness. Accordingly, hospital management should make up for education and training system. Then, thinking of education and training effectiveness is higher, when education and training measure an effect, and reflect to personnel management and assessment of an employee's performance. It should be the feedback for using information which is planning education and training. In conclusion, when result of measurement of education and training reflect to make a education and training plan, thinking of education and training effectiveness is higher, and result of measurement of education and training should reflect to make a education and training plan.

• Culinary science and hospitality research
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• v.16 no.5
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• pp.118-133
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• 2010

The purpose of this study is to identify the influence of motivation and self-activation on career effectiveness and employee satisfaction after completion of employee training programs of the chain hotel in China. Four hypotheses have been set for the study. The hypothesis 1 is the motivation by training programs will be positively influenced on career effectiveness. The hypothesis 2 is the motivation by training program will be positively influenced on employee satisfaction. The hypothesis 3 is self-activation after training will influence positively on career effectiveness. The hypothesis 4 is self-activation after training will be positively influenced employee satisfaction. The results shows that training programs cause positive effects on motivation(p-value 0.003) and self-activation(p-value 0.036) respectively. Also, self-activation after training influences positively on career effectiveness(p-value 0.000) and employee satisfaction(p-value 0.020). The results show that the training programs of the chain hotel in China have been implemented positively. The limitation of this study is that the training programs are analyzed as a whole not by individually.