The Influence of Training and Performance Appraisal on Employee Retention at Bank Nizwa

This study examines the influence of training and performance appraisal on employee retention at Bank Nizwa. It analyzes the research methodology, population and sampling technique, and data gathering instruments. The findings reveal the demographic profile of respondents, including gender and age distribution. The study also explores the training selection criteria and the reliability of the training methods. The analysis and findings provide insights into the effectiveness of training and its impact on employee retention.

The Influence of Training and Performance
Appraisal on Employee Retention at Bank Nizwa
1

Table of Contents
3.1 Introduction.......................................................................................................................4
3.2 Type of Research..............................................................................................................5
3.3 Population and Sampling Technique................................................................................5
3.4 Description of Respondents..............................................................................................5
3.5 Data Gathering Instruments..............................................................................................6
3.6 Statistical Treatment of Data.............................................................................................6
3.7 Limitations of the Study....................................................................................................6
4.1 Introduction.......................................................................................................................7
4.2 Demographic Profile of Respondents...............................................................................8
4.2.1 Gender........................................................................................................................8
4.2.2 Age of the Employees................................................................................................9
4.2.3 Training Selection Criteria of the Employees..........................................................10
4.2.4 Reliability of the ranking for the methods................................................................11
Efficiency of the Training.................................................................................................11
Efficiency of the Coaching................................................................................................12
Performance Related Variable Reliability.........................................................................12
Retention Related Variable Reliability..............................................................................13
4.2.5 Descriptive Summary of Scale Variables.................................................................13
Quality of training programs.............................................................................................14
Training sessions relevant in enhancing skill for the jobs.................................................15
Training policy for new employees and old employees....................................................16
Training of employee favourably affects the motivation level.........................................17
The training system provides an opportunity for self-review...........................................18
Existing training and development programs are appropriate...........................................19
2

Coaching opportunities in the Bank are Adequate............................................................20
Employees are satisfied with the coaching practices........................................................21
Performance appraisal is important in organizational evaluation.....................................22
Promotional Appraisals in Bank Nizwa are Adequate......................................................23
Performance appraisal is effective in performance of employees.....................................24
Employees are satisfied with revised pay scales...............................................................25
Performance appraisals develop incentives and reward system........................................26
Retention of employee positively affects the motivation level.........................................27
Training(s) can make employees stay...............................................................................28
Performance appraisals and training are important for retention......................................29
Training programs give opportunities for promotions in job............................................30
5.1 Research Framework.......................................................................................................31
5.2 Research Findings...........................................................................................................32
5.3 Findings Related to Coaching, Training and Development and Other Factors..............32
5.4 Conclusion......................................................................................................................34
5.5 Recommendation............................................................................................................35
3

Table of Tables
Table 1: Frequencies for gender of the employees.................................................................8
Table 2: Frequencies for the age bracket in (years)................................................................8
Table 3: Frequencies for training selection criteria..............................................................10
Table 4: Employees trained by Bank Nizwa Branch............................................................11
Table 5: Reliability Analysis for Opinions on effectiveness of training...............................12
Table 6: Reliability Analysis for Opinions on effectiveness of coaching.............................12
Table 7: Reliability Analysis for Opinions on performance appriasals................................13
Table 8: Reliability Analysis for Opinions on retention of bank..........................................13
Table 9: Descriptive of Opinion on Quality of training programs........................................14
Table 10: Views on Training sessions relevant in enhancing skill for the jobs....................15
Table 11: Views on training policy for new employees and old employees........................16
Table 12: Descriptive on Training of employee on the motivation level job.......................17
Table 13: Training system provides an opportunity for self-review.....................................18
Table 14: Existing training and development programs are appropriate..............................19
Table 15: Coaching opportunities in the Bank are Adequate...............................................20
Table 16: Employees are satisfied with the coaching practices............................................21
Table 17: Performance appraisal on the organizational evaluation processes......................22
Table 18: Promotional Appraisals in Bank Nizwa are Adequate.........................................23
Table 19: Performance appraisal is effective in understanding performance of employees 24
Table 20: Employees are satisfied with revised pay scales of due to performance appraisals
...............................................................................................................................................25
Table 21: Performance appraisals are effective in developing incentives and reward system
...............................................................................................................................................26
Table 22: Retention of employee positively affects the motivation level.............................27
Table 23: Training can make employees stay.......................................................................28
Table 24: Performance appraisals and training are important for employee retention.........29
Table 25: Training programs give opportunities for promotions in job..............................30
4

Table of Figures
Figure 1: Frequency plot of the gender of the participants.....................................................8
Figure 2: Distribution Plots of the age bracket of the employees...........................................9
Figure 3: Training Selection Criteria of the employees..........................................................9
Figure 4: Employees trained by Bank Nizwa Branch...........................................................11
5

Chapter Three – Research Methodology
3.1 Introduction
This was a performance appraisal and training report that affects the commitment of Nizwa
employees. This section analyzes the research and methods used to conduct this study. In
addition, population and sample studies were analyzed as well as the processing of the data
used. In-depth research was conducted by finding new facts about each discipline. The
purpose of the study was a lot, including finding methods and systems to promote
employees knowledge in different training areas of the Bank Nizwa.
3.2 Type of Research
The study uses the method of quantitative descriptive research to understand and describe
the variables and elements of the system. Because there was no clear theory about the
relationship between performance measurement, training, and employee retention, it was
necessary to analyze these variables in this study. The Quantitative Investigation
Methodology was used to understand how Bank Nizwa employees view their performance
appraisal system. Descriptive research was typically influenced by employee opinions with
the trainings offered by Bank Nizwa.
3.3 Population and Sampling Technique
Both primary and secondary data were needed for the study. Primary information refers to
the data that the researcher had first received for a particular purpose. Secondary
information was that methodology has already been collected for other purposes. This study
analyzes the population of Nizwa Bank. The Nizwa Bank employs people from the
Sultanate of Oman. Samples were used to select respondents in a survey. It should be noted
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that the employees concerned may be employees of a department. The sampling technology
was used because it was suitable for researchers and researchers of Nizwa Bank.
3.4 Description of Respondents
The researcher has collected information about the following members / collaborators of
the Bank Nizwa. The participants of the study were an employee of Bank Nizwa. A sample
study has been used in this research with 40 randomly selected employees for the project.
Fifty samples were selected because it was a suitable sample for the study. Questionnaires
were sent to the employees those were in the Bank for more than 6 months, the probation
period.
3.5 Data Gathering Instruments
Research requires employee agreement data from Nizwa Bank. As already mentioned, an
employee in this article was a person who worked for more than six months in the bank
with some of the bank's services. Primary data was mainly collected through a
questionnaire. The questionnaire contains a list of questions asked by the researcher and
sent to respondents in one way or another. The survey seems to be effective in this study
because it facilitates the collection of information from a large number of respondents in a
short period of time compared to other methods or data collection. Interviews were
conducted with management to better understand the Bank's initiatives. The instruments
used in this study used a quantitative research plan as mentioned. The employee profile has
been created where the questionnaire was chosen as the main tool for data collection
because of its simplicity, cost-effectiveness and speed of action, in order to prevent
employee reactions and survey being stopped. The questionnaire uses a Likert scale
measurement where opinions were ordinal in nature.
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3.6 Statistical Treatment of Data
This study uses tools for quantitative data analysis. The JASP software package was used to
analyze the collected data via the questionnaire. Statistical tools were used to analyze data
and present it in a research protocol. The distribution method, frequencies, statistical
averages, and percentages were used to represent data. In addition, it should be noted that if
statistical data was used, secondary information from previous literature has been compared
to confirm the information provided. This improves the reliability and reliability of the
results and the analysis of the data.
3.7 Limitations of the Study
It should be noted that the study does not seek to assess the relationship between statistical
data. They were intended to describe only those factors that may affect employee retention,
emphasizing the relative importance of training and performance evaluation. It should be
noted that the study was not aimed at analyzing the level of relationships, but only at
conditions that the organization could use positively or negatively. In addition, the study
was limited to a small selection of the population of Nizwa Bank that cannot represent the
banking sector. Although it may reflect the general population of the bank, it focuses only
on the environment of Nizwa Bank, which may differ. The research was based on a sample
survey. This study also includes all natural restrictions or experimental studies. The sample
must be representative so that the results were valid for the population.
The study focuses on a branch or Bank Nizwa where the data provides the basis for
employee satisfaction regarding training throughout Nizwa Bank. There was some
confidential information you can use to investigate. Some respondents did not answer some
questions. Although these limitations were in the study, researchers overcome these
limitations using a well-defined research method. The researchers chose the design that was
suitable for research with statistical design. Samples were changed.
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Chapter Four – Analysis and Findings
4.1 Introduction
Numerical evaluation was performed in JASP software by the statistics collected by Bank
of Nizwa staff. The result of the analytical assessments helps to take into account and the
consequences of the tests. They were presented in the form of tables and figures called
simple recognition. This statistical area collected in the studies was divided into two areas.
The first way to calibrate the accuracy of the results contains the result of development
authentication of opinions on training. The second form shows the detailed descriptive
properties and the analysis of the results evaluating the demographic and training oriented
opinions.
4.2 Demographic Profile of Respondents
4.2.1 Gender
The gender distribution was almost equal (Male = 45%, Female = 55%). Table 1 reflects
that there was no missing information about gender of the employees.
Table 1: Frequencies for gender of the employees
Gender Frequency Percent
Female 18 45.0%
Male 22 55.0%
Missing 0 0.0%
Total 40 100
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Figure 1: Frequency plot of the gender of the participants
4.2.2 Age of the Employees
Table 2: Frequencies for the age bracket in (years)
Age of the employees in
(years) Frequency Percent
20 -30 9 22.5
30-40 12 30.0
More than 40 14 35.0
More than 50 5 12.5
Missing 0 0
Total 40 100
From Table 2, it was noted that most of the employees were in the young age bracket
followed by employees aged between 20 and 40. Age groups of 20 years to 30 years of
workers were 22.5% in presence and 30% employees were aged between 30 years and 40
years. 35% of the employees were aged over 40 years, and 5 aged employees (P = 12.5%)
were there in the branch.
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Figure 2: Distribution Plots of the age bracket of the employees
4.2.3 Training Selection Criteria of the Employees
Figure 3: Training Selection Criteria of the employees
11

Table 3: Frequencies for training selection criteria
Training selection criteria Frequency Percentage
Appraisal oriented training 8 20.0%
Common training for all employees 4 10.0%
Compulsory training after joining 9 22.5%
Expertise specific training recommended by supervisors 7 17.5%
You requested for any training program 12 30.0%
Missing 0 0.0%
Total 40 100.0%
From Table 3 the primary selection criteria in training was identified as employee requested
training programs (N = 12, P = 30%). Compulsory training recommended by Bank (N = 9,
P = 22.5%) was the next criteria. 20% (N = 10) employees told that they got training for
appraisal program by the management. 17.5% (N = 7) had done expertise specific training
after joining, and 10.0% (N = 4) were found to take part in the common training for all the
employees. There were no employees who have been not selected for any training.
Table 4: Employees trained by Bank Nizwa Branch
Company provided any training Frequency Percentage
No 0 0.0%
Yes 40 100.0%
Total 40 100.0%
12

Figure 4: Employees trained by Bank Nizwa Branch
4.2.4 Reliability of the ranking for the methods
Efficiency of the Training
This was the precision of the result of the development and calibration of the training.
Tables 5 show that the results of the reliability tests for design and calibration training. The
table shows that Cronbach alpha reliability was 0.425, which indicates a moderate state of
internal consistency for the responses provided by the employees.
Table 5: Reliability Analysis for Opinions on effectiveness of training
Cronbach's α
scale 0.425
Note: Variables used are
Please rate the quality of training programs attended by you.
Were the training sessions relevant in enhancing your skill for the jobs performed in the
Bank?
Your organization follows the same training policy for new employees and old employees
Training of employee favorably affects the motivation level of employee regarding job.
The training system provides an opportunity for self-review to the employees
Existing training and development programs are appropriate and need based
13

Efficiency of the Coaching
This was the precision of the result of the development and calibration of the coaching
program of Bank Nizwa. Tables 6 show that the results of the reliability tests for coaching
variables. The table shows that Cronbach alpha reliability was 0.608, which indicates a high
state of internal consistency for the responses provided by the employees.
Table 6: Reliability Analysis for Opinions on effectiveness of coaching
Cronbach's α
scale 0.608
Note. Of the observations are 40. Variables used are:
Coaching opportunities in the Bank are Adequate
Employees are satisfied with the coaching practices of the bank.
Performance Related Variable Reliability
This was the precision of the performance related variables of the appraisal of Bank Nizwa.
Tables 7 show that the results of the reliability tests for performance variables. The table
shows that Cronbach alpha reliability was 0.725, which indicates a high state of internal
consistency for the responses provided by the employees.
Table 7: Reliability Analysis for Opinions on performance appraisals
Cronbach's α
scale 0.725
Note. Of the observations are 4. Variables are:
The performance appraisal is an important part of the organizational evaluation processes.
Promotional Appraisal in Bank Nizwa are Adequate
Performance appraisal is effective in understanding performance of employees.
Employees are satisfied with revised pay scales of due to performance appraisals
Performance appraisals are effective in developing incentives and reward system.
14

Retention Related Variable Reliability
This was the precision of the retention related variables of the Bank Nizwa. Tables 8 show
that the results of the reliability tests for performance variables. The table shows that
Cronbach alpha reliability was 0.552, which indicates a high state of internal consistency
for the responses provided by the employees towards retention policies of the company.
Table 8: Reliability Analysis for Opinions on retention of bank
Cronbach's α
scale 0.552
Note. Of the observations are 4. Variables are:
Retention of employee positively affects the motivation level of employee regarding job.
Training(s) can make employees stay
Performance appraisals and training are important for employee retention.
Employees returning from training programs are given opportunities for promotions in job,
thus increasing the chances of retention.
4.2.5 Descriptive Summary of Scale Variables
This section describes the detailed studies as an explanatory explanation in order to have a
clear definition of reality using statistical data representing the general population of
applicants. Tables below shows the detailed characteristics of all trained and trained
employees at Nizwa Bank. This suggests that development and education were crucial. This
may affect the interest of Nizwa Bank. The opinions of the employees are also provided in
the tables with bar diagrams representing the trend of the opinions.
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Quality of training programs
Table 9: Descriptive of Opinion on Quality of training programs
Quality of training programs
Valid 40
Missing 0
Mean 3.90
Std. Deviation 0.78
Minimum 3
Maximum 5
Quality of training programs
Strongly
Disagree 0
Disagree 0
Neutral 14
Agree 16
Strongly
Agree 10
16

Training sessions relevant in enhancing skill for the jobs
Table 10: Views on Training sessions relevant in enhancing skill for the jobs
Training sessions relevant in enhancing skill for the jobs
Valid 40
Missing 0
Mean 4.07
Std. Deviation 0.76
Minimum 3
Maximum 5
Training sessions relevant in enhancing skill
Strongly
Disagree 0
Disagree 0
Neutral 10
Agree 17
Strongly Agree 13
17

Training policy for new employees and old employees
Table 11: Views on training policy for new employees and old employees
Your organization follows the same training policy
for new employees and old employees
Valid 40
Mean 3.83
Standard
Deviation 0.71
Minimum 3
Maximum 5
Missing 0
Same training policy for new employees and old
Strongly
Disagree 0
Disagree 0
Neutral 14
Agree 19
Strongly Agree 7
18

Training of employee favourably affects the motivation level
Table 12: Descriptive on Training of employee on the motivation level job.
Training of employee favorably affects the
motivation level of employee regarding job.
Valid 40
Mean 3.63
Standard
Deviation 0.74
Minimum 2
Maximum 5
Missing 0
Training favourably affect the motivation level
Strongly
Disagree 0
Disagree 1
Neutral 18
Agree 16
Strongly Agree 5
19

The training system provides an opportunity for self-review
Table 13: Training system provides an opportunity for self-review
The training system provides an opportunity for self-
review to the employees
Valid 40
Mean 3.5
Standard
Deviation 0.72
Minimum 2
Maximum 5
Missing 0
The training system provides opportunity for self-
review
Strongly
Disagree 0
Disagree 2
Neutral 19
Agree 16
Strongly Agree 3
20

Existing training and development programs are appropriate
Table 14: Existing training and development programs are appropriate
Existing training and development programs are
appropriate and need based
Valid 40
Mean 3.43
Standard
Deviation 0.71
Minimum 2
Maximum 5
Missing 0
Existing training programs appropriate
Strongly
Disagree 0
Disagree 3
Neutral 19
Agree 16
Strongly Agree 2
21

Coaching opportunities in the Bank are Adequate
Table 15: Coaching opportunities in the Bank are Adequate
Coaching opportunities in the Bank are Adequate
Valid 40
Mean 3.28
Standard
Deviation 0.72
Minimum 2
Maximum 5
Missing 0
Coaching opportunities are Adequate
Strongly
Disagree 0
Disagree 4
Neutral 23
Agree 11
Strongly Agree 2
22

Employees are satisfied with the coaching practices
Table 16: Employees are satisfied with the coaching practices
Employees are satisfied with the coaching practices
of the bank.
Valid 40
Mean 3.53
Standard
Deviation 0.96
Minimum 2
Maximum 5
Missing 0
Employees are satisfied with the coaching
Strongly
Disagree 0
Disagree 4
Neutral 20
Agree 7
Strongly Agree 9
23

Performance appraisal is important in organizational evaluation
Table 17: Performance appraisal on the organizational evaluation processes
The performance appraisal is an important part of
the organizational evaluation processes.
Valid 40
Mean 3.35
Standard
Deviation 1.05
Minimum 2
Maximum 5
Missing 0
Performance appraisal important
Strongly
Disagree 0
Disagree 10
Neutral 13
Agree 10
Strongly Agree 7
24

Promotional Appraisals in Bank Nizwa are Adequate
Table 18: Promotional Appraisals in Bank Nizwa are Adequate
Promotional Appraisals in Bank Nizwa are
Adequate
Valid 40
Mean 3.42
Standard
Deviation 0.84
Minimum 2
Maximum 5
Missing 0
Promotional Appraisal are Adequate
Strongly
Disagree 0
Disagree 5
Neutral 17
Agree 14
Strongly Agree 4
25

Performance appraisal is effective in performance of employees
Table 19: Performance appraisal is effective in understanding performance of employees
Performance appraisal is effective in understanding
performance of employees.
Valid 40
Mean 3.43
Standard
Deviation 0.81
Minimum 2
Maximum 5
Missing 0
Performance appraisal is effective
Strongly
Disagree 0
Disagree 6
Neutral 13
Agree 19
Strongly Agree 2
26

Employees are satisfied with revised pay scales
Table 20: Employees are satisfied with revised pay scales of due to performance appraisals
Employees are satisfied with revised pay scales of
due to performance appraisals
Valid 40
Mean 3.30
Standard
Deviation 0.82
Minimum 2
Maximum 5
Missing 0
Employees are satisfied with revised pay
Strongly
Disagree 0
Disagree 6
Neutral 19
Agree 12
Strongly Agree 3
27

Performance appraisals develop incentives and reward system
Table 21: Performance appraisals are effective in developing incentives and reward system
Performance appraisals are effective in developing
incentives and reward system.
Valid 40
Mean 3.37
Standard
Deviation 0.84
Minimum 2
Maximum 5
Missing 0
Performance appraisals are effective
Strongly
Disagree 0
Disagree 5
Neutral 19
Agree 12
Strongly Agree 4
28

Retention of employee positively affects the motivation level
Table 22: Retention of employee positively affects the motivation level
Retention of employee positively affects the
motivation level of employee regarding job.
Valid 40
Mean 3.3
Standard
Deviation 0.82
Minimum 2
Maximum 5
Missing 0
Retention of employee positively affects the
motivation level
Strongly
Disagree 0
Disagree 7
Neutral 16
Agree 15
Strongly Agree 2
29

Training(s) can make employees stay
Table 23: Training can make employees stay
Training(s) can make employees stay
Valid 40
Mean 3.38
Standard
Deviation 0.74
Minimum 2
Maximum 5
Missing 0
Trainings can make employees stay
Strongly
Disagree 0
Disagree 3
Neutral 22
Agree 12
Strongly Agree 3
30

Performance appraisals and training are important for retention
Table 24: Performance appraisals and training are important for employee retention
Performance appraisals and training are important
for employee retention
Valid 40
Mean 3.37
Standard
Deviation 0.81
Minimum 2
Maximum 5
Missing 0
Performance appraisals are important for retention
Strongly
Disagree 0
Disagree 4
Neutral 21
Agree 11
Strongly Agree 4
31

Training programs give opportunities for promotions in job
Table 25: Training programs give opportunities for promotions in job
Employees returning from training programs are
given opportunities for promotions in job, thus
increasing the chances of retention.
Valid 40
Mean 3.28
Standard
Deviation 0.93
Minimum 2
Maximum 5
Missing 0
Employees are given opportunities
Strongly
Disagree 0
Disagree 8
Neutral 18
Agree 9
Strongly Agree 5
32

Chapter Five – Findings, Recommendation and Conclusion
This section describes the general perspective of paper structures. He examines the basics
by examining the letter test and the assessment result based on research and discussion on
research issues. Evaluations and suggestions address future improvements to Nizwa Bank's
employee development and retention. However, statistics and accumulation in research
show that development and training were one of the factors that have a significant impact
on the retention of employees at Nizwa Bank.
5.1 Research Framework
In the light of the previous study, the study focused on the impact of development and
education as well as the mentoring analysis to maintain Nizwa Bank employees in Dublin.
The importance of development and counseling was based on ratings and how does this
affect bank deposits in Nizwa. Among the reviews, other factors motivate research
personnel.
5.2 Research Findings
Based on previous studies, evaluations show how development and mentoring affect
employee retention. The reliability of the development and curriculum was reflected in
descriptive statistics. This research shows that employees and employees were not
motivated solely by development and support to stay at Nizwa Bank. This demonstrates the
need for increased franchising through development and training. It provided training for
employee development and retention. That's why employees leave or leave Nizwa Bank.
There were separate conspiracies, and the importance of employee development and job
performance varied. This reflects the fact that several employees have been trained and
cared for.
33

5.3 Findings Related to Coaching, Training and Development and
Other Factors
The results of data analysis were explained here. 40 randomly selected workers. Based on
the data analysis, the following observations were made.
1. Gender division was almost equal for the branch and did reflect the male majority in
the trend of employee retention. Information about gender was not expected to have
much impact on the overall scenario.
2. Age was an important aspect for employee retention in the bank. This corresponds
to employees aged between 20 and 40. Age groups of 20 years to 30 years of
workers were 22.5% in presence and 30% employees were aged between 30 years
and 40 years. 35% of the employees were aged over 40 years, and 5 aged employees
(P = 12.5%) were there in the branch. Hence, it was easily understood that
employees were symmetrically distributed in the age groups, especially between
mid-age group (30-40) and adult age group (40-50).
3. Regarding the selection criteria for training provided by the bank, essential choice
criteria in preparing was distinguished as representative asked for preparing
programs (N = 12, P = 30%). Mandatory preparing prescribed by Bank (N = 9, P =
22.5%) was the following criteria. 20% (N = 10) representatives told that they got
preparing for evaluation program by the administration. 17.5% (N = 7) had done
skill explicit preparing in the wake of joining, and 10.0% (N = 4) were found to
participate in the regular preparing for every one of the representatives.
4. All the employees were found to get training from the branch of Bank Nizwa, which
reflected that the bank was ethically providing training to all of its employees.
5. Reliability tests for plan and adjustment preparing demonstrates that Cronbach
alpha dependability was 0.425, which shows a moderate condition of inward
consistency for the reactions given by the representatives on training. Dependability
tests for training factors mirrored that Cronbach alpha Reliability quality was 0.608,
34

which shows a high condition of interior consistency for the reactions given by the
workers for coaching. The outcomes additionally demonstrate that Cronbach alpha
Reliability quality was 0.725, which shows a high condition of interior consistency
for the reactions given by the representatives on performance appraisals.
Consequences of the dependability tests for execution factors demonstrates that
Cronbach alpha Reliability quality was 0.552, which shows a high condition of
inner consistency for the reactions given by the representatives towards retention
arrangements of the organization.
6. Average score on training programs was 3.9 (SD = 0.78), which reflected that
employees were reasonably happy about the quality of the training programs.
7. Average score of relevance of training programs on skill enhancement was 4.07 (SD
= 0.76), which reflected that employees strongly agreed about the quality and
applicability of the training programs.
8. Most of the employees agreed (M = 3.83, SD = 0.71) that the training policy for
new and old employees were the same. This indicated that the bank was impartially
providing training to its employees.
9. Average scores for training favorably affecting the motivational levels was 3.63 (SD
= 0.74), and this implied that workers thought that the trainings helped them in their
job motivational skills.
10. A view on opportunity for self-review score was 3.5 with standard deviation of
0.72. The average score in a scale of 1 – 5 was lower than other fields, and 2
employees even disagreed with the scenario.
11. Some of the employees were probably looking for better and more specific training
programs compared to common trainings. Average score was 3.43 with SD of 0.71.
12. More coaching opportunities were required and 4 employees disagreed regarding
the adequacy of the coaching frequencies. Average score in favor of adequacy of
coaching was 3.28 (SD = 0.72), but it was one of the areas where the bank should
look in future.
35

13. 24 employees were either neutral or disagreed about the fact that employees were
satisfied with coaching practices provided by the bank. Hence, this was one of the
gray area on which management should focus.
14. Average score for performance appraisal as an important part of the organizational
evaluation processes was 3.35 (SD = 1.05), with 23 employees saying that
performance appraisals were either not important or they did not had any views.
15. Number of promotional appraisals were found to be moderately adequate (M =
3.42, SD = 0.84). Still, 22 employees were apprehensive about the adequacy of
promotional appraisals. Bank needed to deal with the apprehension of the
employees.
16. A parity of average score (M = 3.43, SD = 0.81) was observed between adequacy of
appraisals and effectiveness in understanding performance of employees. Once,
company addresses the issue of adequacy of appraisals, this issue would probably
get resolved.
17. The impact of previous two opinions was reflected in satisfaction with revised pay
scales. Average score of opinion was 3.3 (SD = 0.82), and 25 employees did not
opined positively.
18. Average score for opinion on effectiveness of performance appraisals in developing
incentives and reward system was 3.37 (SD = 0.84). 24 employees wanted
improvement in incentive system. Bank should take this point as one of the
priorities towards improving relation with employees.
19. There was a strange relation observed as 23 employees were not sure about the
relation between retention and increase in motivational level (M = 3.3, SD = 0.82).
This probably could be explained by the inadequacy in appraisals and satisfaction
level with its adequacy.
20. The bank was providing training to all of its employees, but, it also has to look for
the quality of the training. 25 employees felt that they were not sure whether
36

trainings can assure their stay in Bank Nizwa. The employees lack confidence, and
the management should analyse the reasons.
21. Similar trend was reflected with 25 employees being unsure or disagreed whether
performance appraisals and training were important for employee retention (M =
3.37, SD = 0.81). Here, some employees (N = 4) strongly agreed with the relation of
performance appraisals and employee retention. Probably, every employee was not
getting equal attention in training programs.
22. Again, average review (M = 3.28, SD = 0.93) with higher variation in opportunities
for promotions in job provided by training programs was observed. An uncertainty
was noted from the fact that employees agreed considerably with the quality of
training and appraisals, but, were apprehensive about their direct implication in job
retention.
5.4 Conclusion
This was an assessment of the overall results of the research during the evaluation process.
The evaluation was based on the questionnaires. The statistics were subdivided taking into
account the differences between the elements. The use of multiple relapses in the study of
autonomic and dependent elements shows Nizwa Bank has an important influence on the
retention of employees. The way they work was how the most important elements were.
Not just development and training, other problems that have been shown in the survey by
Nizwa Bank. Employee satisfaction and job security of employees were indispensable ways
of management and support. This research was conducted to understand the employee
satisfaction of Nizwa Bank. The study analyzed whether workers were satisfied with the
bank's training sessions. In addition, several factors that lead to employee satisfaction must
be evaluated.
The questionnaire was sent to the staff and responses were collected. The data was
collected and tables and numbers were created. The data analysis showed that workers were
satisfied with the bank's trainings and services. The important factors for employee
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satisfaction were the number of banking departments, the competent personnel, the ease of
employee interaction with management, etc. The article clearly shows that for Bank Nizwa
to provide its services to the clients it requires employee satisfaction with the entire
functioning of the bank.
Based on the research, it was concluded that the success of an organization depends mainly
on its ability to keep employee information satisfied. Satisfied workers were ambassadors
of the organizations. This applies to Nizwa, the first commercial bank of Oman governed
by the Islamic jurisprudence.
5.5 Recommendation
The research was done within the research and development of Nizwa Bank. In this sense,
other elements already mentioned must be taken into account. Employees were happier
when they view their problems. This stimulated their work; which will give it to the Nizwa
bank. Therefore, the effectiveness in implementation of training equally must be the key to
achieve the goals of a coordinated approach. That was why the effectiveness of the
development of addiction and mentoring was different. Other promotional items must be
considered. This was a necessary condition for achieving more human capital. There were
specific recommendations for the results of the study, since most of the workers were
satisfied with the quality of the training, coaching, and appraisals. But, they were
apprehensive whether these facilities provided by the bank would ultimately guarantee their
stay or retention in the bank. The Bank was the first Islamic commercial bank in the Sultan
of Oman, which offers a wide range of services. In addition, the quality of employees was
an important factor that affects customer satisfaction. The bank must take this aspect into
account and continually invest in its employees to make its workers more efficient.
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