Impact of Training & Development on Employee Output: A UK Study

This dissertation investigates the impact of training and development on employee performance within the consumer goods industry, focusing on Companies 1, 2, and 3 in the United Kingdom. It assesses employee output based on product and service quality and quantity, examining how effectively employees fulfill responsibilities, complete tasks, and meet objectives. The research employs a literature review, exploring theoretical frameworks, measures of employee output (including employee objectives, manager assessments, and balanced scorecards), and various training and development methods like role-playing and on-the-job training. Key impacts of training and development, such as enhanced productivity, closure of performance gaps, improved financial performance, increased employee motivation, a better understanding of company objectives, and employee development, are analyzed, along with the relationship between training and worker output, emphasizing customer prioritization and creativity boosts. Desklib provides access to this document and many more resources for students.

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Impact of Training and Development on Employee Output
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Table of Contents
Impact of Training and Development on Employee Output........................................................................ 1
Abstract....................................................................................................................................................... 4
1. INTRODUCTION................................................................................................................................... 5
1:1 Thesis Background............................................................................................................................ 5
1.2 Rationale............................................................................................................................................ 5
1.3 Research Objective............................................................................................................................ 6
1.4 Thesis Significance............................................................................................................................ 6
2. LITERATURE REVIEW......................................................................................................................... 7
2.1 Introduction....................................................................................................................................... 7
2.2 Theoretical Framework...................................................................................................................... 9
2.3 Measures That Gauge Employee Output......................................................................................... 10
2.3.1 Employee Objectives................................................................................................................ 10
2.3.2 Managers' Assessment.............................................................................................................. 11
2.3.3 A Balanced Scorecard............................................................................................................... 11
2.4 Training and Development Methods................................................................................................ 12
2.4.1 Role-Playing............................................................................................................................. 12
2.4.2 On-The-Job Training................................................................................................................. 13
2.4.3 Training outside the workplace................................................................................................. 13
2.5 Impacts of Training and Development............................................................................................. 13
2.5.1 Companies Stay Productive...................................................................................................... 13
2.5.2 Closure of Performance Gaps................................................................................................... 15
2.5.3 Enhanced Financial Performance.............................................................................................. 16
2.5.4 Employees Motivation.............................................................................................................. 17
2.5.5 Understanding the Company’s Objectives................................................................................ 18
2.5.6 Employees Development.......................................................................................................... 19
2.6 Training and Worker Output Relationship....................................................................................... 20
2.6.1 Prioritization of Customer Interests.......................................................................................... 20
2.6.2 Creativity Boost........................................................................................................................ 22
3. RESEARCH METHODOLOGY........................................................................................................... 24
3.1 Research Design.............................................................................................................................. 24

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3.2 Data collection................................................................................................................................. 24
3.3 Data analysis.................................................................................................................................... 24
3.3 Findings........................................................................................................................................... 24
4. ANALYSIS OF RESULTS.................................................................................................................... 24
4.1 Discussion....................................................................................................................................... 24
4.2 Training and Employee Performance............................................................................................... 24
5. CONCLUSIONS AND RECOMMENDATIONS................................................................................. 24
5.1 Conclusions..................................................................................................................................... 24
5.2 Recommendations........................................................................................................................... 24
5.3 Costed Implementation Plan............................................................................................................ 24
Personal Learning Statement..................................................................................................................... 24
References................................................................................................................................................. 25
Appendices................................................................................................................................................ 28

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Abstract
This dissertation covers the training and development impact on employee performance
in the consumer goods industry for companies 1, 2 and 3 in the United Kingdom (U.K.). The
research assesses employee output in terms of the quality and quantity of products and services
in the named companies based on how successfully workers fulfil their responsibilities, complete
the tasks and meet set objectives. The study uses quality and the efficiency of the output to
define whether employees are performing well or not. The introduction covers the thesis
background, rationale, research objectives and significance of the thesis. The thesis literature
review contains the theoretical framework, measures that gauge employee output and
performance, and training and development methods that impact employee output and
performance. Most importantly, the impacts of training and development on employee
performance and the relationship between training and worker output are explained.
Keywords: Training, development, performance, employee and output.

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1. INTRODUCTION
1:1 Thesis Background
Human resources are regarded as the company's most essential and valuable assets.
Companies 1, 2 and 3 must invest in employee training and development to positively impact
their performance and output. It is the organization's responsibility to recruit and train competent
and highly motivated employees. This also includes assessing their effectiveness in their
respective fields and recommending improvements. Companies address future company
requirements by developing their employees by providing training opportunities and
progressively assessing their output. This is used to gauge their performance and value to the
companies. Businesses are compelled by global competition to examine every aspect of their
operations and determine how each department and process may help attain strategic goals
(Maduningtias, 2020, p.69). Training and development must be thoroughly designed and
conducted systematically to be successful. The capacity of an organization's employees is critical
to the company's ability to fulfil critical objectives, particularly in performance-driven
companies. Regarding success, it is universally acknowledged that the most important resource is
people. Employee performance and output must be maintained if the attainment of the company's
objectives and goals is to be a success.
1.2 Rationale
The research focuses on the impact of employee training on the output and performance
at companies 1, 2 and 3. The significance of the study is to fill in the gaps of the need for
employee training by identifying its impacts on worker output. A good understanding of
employee output in terms of quality assists in drawing valuable conclusions on appropriate
training and development methods. Companies 1, 2 and 3 must maximize the contribution of

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their personnel to their objectives and goals to maintain a level of economic and operational
performance that is both effective and efficient. Two of the critical goals of training and
development efforts are motivating and engaging personnel to improve product quality and
quantity. One of the fundamental goals in human resource management is to assist workers in
realizing their full potential and ensuring their commitment to the firm's success while keeping
them happy and productive (Abuelhassan, and Elsayed, 2020, p.27). The primary objective of
training programs at companies 1, 2 and 3 are to increase employee productivity; thus, an
evaluation of that goal should include an explanation of how the training fits into the big picture.
The influence of training on output quality and quantity and relative competitiveness
affects specific sectors of companies 1, 2 and 3. In cases where training strategies substantially
impact output performance, systematic training has been found to provide better performance in
terms of quality and quantity (Abdullah, 2020, p.96). Employee pieces of training that attempt to
improve workers' talents, knowledge and attitudes toward their jobs have been shown to enhance
productivity.
1.3 Research Objective
The thesis purpose is to identify how employee training and development impacts
workers’ output in companies 1, 2 and 3.
1.4 Thesis Significance
The thesis will assist companies 1, 2 and 3 in identifying areas to improve n terms of
training and development of their employees. Measures of company output determine whether
employees' training and development are bearing fruits. The research will help companies 1,2,
and 3 identify areas of improvement and make appropriate training changes. It will also be able
to identify the impact of training on customer service and what modifications can be done to

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equip them better and encourage them to work harder to meet set objectives comfortably.
Customer service representatives can use the research to provide suggestions on how to improve
training and development programs. Investigations like this enable stakeholders to engage with
human resource management teams to make critical adjustments to training programs that favour
better performance and enhanced output in terms of quality and quantity (Spreen, Afonso, and
Gerrish, 2020, p.406). Investing in a company that performs successfully due to its workers'
training and development assures maximum profits. The research findings will also help
companies 1, 2 and 3 better understand employee development. Academics will appreciate it for
adding to the field's existing employee development knowledge, and the thesis can be used to do
more research on the subject.
2. LITERATURE REVIEW
This chapter investigates the link between training and development and worker output in
the consumer goods industry at companies 1, 2 and 3. This is done by referencing previous
research, which will help companies better comprehend and identify the impact of training and
developing employees on their output in terms of product quality and quantity.
2.1 Introduction
Employee training is the formal and systematic modification of worker behaviour
through education, instruction, development, and conscious experience. In companies 1, 2 and 3,
training occurs in various settings, including board and online meetings. Enhanced employee
capabilities impact companies 1, 2 and 3 employees’ output and performance in terms of product
quality and quantity. On the other hand, staff development refers to improving employees'
competencies in preparation for future needs and flexibility. In companies 1, 2 and 3, employee
training and development are used as an adjunct to accelerate learning. Traditional training and

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development paradigms emphasize content-specific knowledge rather than actively attempting to
develop fundamental capabilities (Martins, 2021, p.102056). Instead of seeing it as an all-
encompassing and complete answer for personal growth, more specialized and specific strategies
are used.
Professional development and training programs assist firms in meeting their workers'
demands. Employees benefit from training and professional development opportunities to
acquire a competitive edge and secure long-term employment. According to Naidoo and
Gasparatos (2018, p.132), long-term employee training processes that follow logical and planned
approaches are adopted to equip employees with conceptual and theoretical knowledge to
improve their skills. Consequently, developed abilities and skills translate to improved product
quality, quantity and overall performance. Managers assist their employees in developing by
using them as resources that can be improved to achieve the company's full potential.
Jeffrey and Prasetya (2019, p.60) believe that training and development programs
determine staff development. This, in turn, makes it simpler for them to tackle many tasks at
once, resulting in improved staff performance. Companies 1, 2 and 3 increase employees' output
over time via continual training and skill development. The company's training and development
programs provide employees with a foundation from which to increase their productivity levels.
Everyone contributes to the organization to the best of their abilities, based on their job
description. Individuals can improve their skills via the many training and development
programs offered (Ozkeser, 2019, p.806). The company's operations benefit from the training and
development programs, which have proved helpful in various situations and context-specific
techniques. Implementing a training and development program increases workers' effectiveness

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and abilities. Singh et al. (2019, p.205) explain that training and development programs enhance
employee personnel's knowledge and the capacity to deliver set workplace targets.
2.2 Theoretical Framework
To introduce and understand the theory that explains the impact of training and
development on employee output, it is important to understand employee under-performance is a
global problem. Over the last few decades, training in the public sector has altered significantly.
The usual notion of public sector training focused on the specific technical skills and abilities
necessary to do the job has changed. Nowadays, as Stachová et al. (2019, p.344) argue, training
starts at higher education institutions and is seen as having a more extensive scope and more
focused on various future jobs. After graduating from high school, individuals would get an
education and training on the job. Education, training, and development have become more
intertwined in recent years. Public firms are increasingly turning to train to aid their employees
in acquiring new skills and technologies, which resembles schools (Younas et al., 2018, p.22).
The current academic debate on the topic matter of recommended M.B.A. and PhD courses may
reveal the nature of these discussions. Most experts agree that training activities should be
assessed based on their capacity to affect individual job performance rather than discrete
experiences that may or may not contribute to a company's success. Training activities are more
likely to improve individual performance on the job.
According to Farisi (2018, p.1070), companies that employee training and development
techniques to retain customers win more of their stakeholders' confidence. As a result, the bottom
line of the firm will improve. Employees may be motivated through training and development
opportunities, as well as performance-based awards, which can lead to increased engagement in
the workplace and loyalty to the organization for which they work. Ultimately, this benefits both

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the employee and the company's bottom line. Customers are more likely to return to a company
and recommend it to others if the staff who interact with them daily are the same ones who deal
with them regularly (Esteban-Lloret, Aragón-Sánchez, and Carrasco-Hernández, 2018, p.1216).
As a result of increased sales from repeat and reference customers, shareholders' investments will
benefit from increased profitability. As a result, shareholders benefit from higher returns on their
capital and may decide whether or not to raise their participation in the company. Training and
development, ethical values, and managerial leadership were highly appreciated in firms that
outperformed those that did not have a culture. This was particularly true regarding the
company's connections with its employees, customers, and other stakeholders. Employee morale
rises, as does their capacity to perform their duties successfully and efficiently.
2.3 Measures That Gauge Employee Output
2.3.1 Employee Objectives
In companies 1, 2 and 3, employee performance is gauged using product output, where
the quality and quantity define the output. According to Jeffrey and Prasetya (2019, p.59), output
and performance determination measures involve evaluating and comparing different and
specific employee objectives against their product quality and quantity. An organization's people
and units create an acrostic that defines the organization's efficiency. Organizations can often
affect or manage all variables that affect the performance of individuals or groups in both formal
and informal ways. The only exceptions to this rule are external impacts on a person's behaviour
and personality traits.
2.3.2 Managers' Assessment
A manager's assessment involves assessing an employee's performance and
communicating the results to them. This is a top-down approach that does promote employee

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involvement in the company's success by keeping them o toes via the monthly or annual
assessments. This impacts their morale and motivation to deliver the set targets. Maduningtias
(2020, p.68) considers the following example: when employees examine their performance, they
self-evaluate and contrast their capabilities with the manager's opinion. Thus, they are prompted
to deliver higher quantity and quality products Self-evaluations at companies 1, 2 and 3 give
reciprocal feedback for successful expectation modification and uncover discrepancies between
what employees and management think to be critical performance attributes. This situation arises
due to each party's divergent viewpoints on what constitutes critical performance elements. Peers
in comparable jobs assess employees' performance.
2.3.3 A Balanced Scorecard
Employee performance communication using a balanced scorecard impacts an
employee's output and performance, directly and indirectly, regarding the nature of their tasks
connected to their task (Karim, Choudhury, and Latif, 2019, p.28). Performer behaviour makes
the performance from the abstract to the real world. In addition to being a means to a goal,
behaviours function as their end in and of themselves. Results are just one method to assess an
individual's effort; the other is to see how that effort emerges in behaviour. In high-performance
work systems, training will be linked to and incorporated with actual work. Workers should get
training in systems thinking, group dynamics and interpersonal relationships to comprehend how
the many components of a business interact with one another and are interdependent. Workers'
performance and their employer's financial success are essential in assessing training programs'
efficacy. For instance, when employees fail to show up for work due to tardiness or absenteeism,
they are underperforming. This absence may harm the performance of other employees.
However, at companies 1, 2 and 3, managers and workers try to quantify and track instances of

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innovative work. Practical performance assessments communicate to high-achievers that the
company appreciates their efforts. Managers must address their employees' strengths and
weaknesses at least once a year. Blasi, Caproni, and Fontini (2018, p.223) believe that each
employee must be assessed using the same criteria to conduct an effective performance review.
2.4 Training and Development Methods
2.4.1 Role-Playing
Corporations prepare their incoming staff for the challenges of the future by role-playing.
Alsafadi and Altahat (2021, p.525) believe that employees are given tasks outside their
responsibilities to learn from persons close to retiring. This impacts and enhances their
productivity and improves the quality of products when they are assigned the same task. This
strategy is also used by management to create a plan for the growth and development of its
personnel. This technique has been introduced to ensure that workers' abilities flourish and get
training as they advance up the organizational ladder. Most companies aim to provide their
workers with a career path that is both growth-oriented and flexible, and career development
assists them in accomplishing this objective. When suitable procedures are applied in the sense
of an investment, careful method usage in training may be a very cost-efficient use of resources.
Furthermore, if training methodologies are not improved adequately and appropriately, trainees
may not benefit from the role-playing plans.
2.4.2 On-The-Job Training
On-the-job training is critical for acquiring and exercising management, leadership,
technical, manual, and administrative skills to increase the company's competitiveness. Jeffrey
and Prasetya (2019, p.60) explain that this technique allows employees to work while learning
new skills and expanding their knowledge. The training focuses on improving particular skills in

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a familiar context, such as the workplace. It investigates how internal career development
systems contribute to employees' advancement and their particular enterprises' growth.
Consequently, this impacts the degree to which employees improve their abilities to be ready for
future job performance demands.
2.4.3 Training outside the workplace
Training outside the workplace is often needed since it is sometimes necessary to go
somewhere aside from the immediate job environment where there is no stress and the usual
bustle of work. Consequently, employees may choose between learning theory and being
exposed to cutting-edge concepts. Dedicated courses or training facilities have been designed,
built, manned, and staffed specifically for this type of instruction. Management institutes,
conferences, seminars, and case studies are employed in various methods, seminars, and
conferences (Jeffrey and Prasetya, 2019, p.61). Both macro and micro techniques should be
considered regarding human resource training and company output needs.
2.5 Impacts of Training and Development
2.5.1 Companies Stay Productive
Employees must get continued training and development for their business to stay
productive even while the external environment evolves. New market adaptations are crucial to
keeping businesses afloat. Companies 1, 2 and 3 utilize training and development as the primary
human resource tool to develop their operations and make a profit in today's uncertain and ever-
shifting environment. The company is in the best position to keep up with the latest innovations
in business and technology worldwide. Education and training may help to level the playing field
in the workplace. The capacity of an organization to adjust swiftly to changes in the external
environment is critical to its success (Farisi, 2018, p.1068). They must adapt quickly to changing

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client needs in terms of quality, variety, customization, simplicity of use, and promptness. A
concentrated effort must be made to ensure that corporate procedures are coordinated and
consistent. Human resource management at companies 1, 2 and 3 successfully manages its
personnel in the workplace to improve their performance by matching the workforce's size and
skills to the company's productive needs. This results in an enhancement in the quality of each
employee's contribution to their respective manufacturing processes.
In addition, training and development programs help close duty gaps by pushing workers
to concentrate their efforts on achieving the set company goals. Employees must be motivated to
work toward the accomplishment of shared objectives. Training and development programs help
bridge the gap between employee interests and organizational objectives. When personnel are
adequately taught, it is possible to deduce that the organization's goals will be attained.
Companies 1, 2 and 3 human resource managers assess performance quality by a balanced
scorecard and a balanced set of metrics that provide the information. The managers decide
whether or not their company is meeting the demands of its consumers. Consequently, they are
tasked with determining how our customers see us. Using the viewpoint of a company employee,
companies 1, 2 and 3 managers dedicate their attention to the critical internal processes that
allow them to meet their customers' expectations. Innovation, improvement, and learning are all
connected with the entire value of a company. This might be seen as an example of creativity and
learning.
2.5.2 Closure of Performance Gaps
The fundamental objective of training and development at companies 1, 2 and 3 is to
close any current or future performance gaps. Increased employee training and development
motivates employees to perform better via remuneration, advancement, and appreciation tokens.

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As Niati, Siregar, and Prayoga (2021, p.2388) found out in their research, motivating workers
involves persuading them to go in the desired direction to attain a goal. Someone is motivated if
they have clearly defined goals and act in ways they feel will get them closer to reaching them.
Professionals in training and development may assist a business in enhancing its competitive
edge. This is the foundation of every effective competitive strategy. It consists of the
competencies, resources, relationships, and activities that allow a corporation to capitalize on
market opportunities while avoiding risks to its planned market position. The organization has
identified training and development as a strategic objective instead of a tactical reaction, which is
a step in the right direction. Training and development programs aim to provide the company
with a competitive edge.
Training and development programs are critical in terms of their function in enabling the
companies to enjoy a competitive edge over their competitors because of their adopted training
and development efforts. They make the most of their trained labour force to keep operations
operating effectively. Each particular firm unit maintains its operations typically via the
combined efforts of a highly qualified team. Guterres, Armani, and Rofiaty (2020, p.1498)
believe that workers' capabilities can only be sharpened by monthly or annual participation in
programs developed for their training and development. Because of the training and development
program, the company can support employee efforts by directing them toward similar goals.
Training and development programs help bridge the communication gap between management
and employees, preventing task gaps.
2.5.3 Enhanced Financial Performance
Companies 1, 2 and 3 stimulate their employees to perform successfully by providing
suitable training and development possibilities that increase product quantity and quality. This

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translates to improved financial performance. Naidoo and Gasparatos (2018, p.134) argue that a
highly engaged staff is more productive and loyal to their employer, boosting the organization's
revenue. Workers who connect with consumers will deliver outstanding service, resulting in
more income and recommendations from happy customers who utilize the company's products or
services. The increase in shareholder investment will result from an increase in company
profitability caused by increased sales due to more referrals and repeat business. As a result, the
profits that shareholders get on their investments in the company have increased in their favour.
Apart from the companies’ exceptional financial performance enticing new investors,
prospective suppliers are always keen to collaborate with such companies because of their solid
financial position and high reputation of trained employees (Ozkeser, 2019, p.804).
Consequently, companies 1, 2 and 3 get competitive pricing from their suppliers. Long-term
partnerships with businesses that are more trustworthy and better equipped to safeguard the
interests of each stakeholder via training and development benefit customers, suppliers, workers,
stakeholders, and shareholders. Consequently, companies 1, 2 and 3's financial performance
keeps increasing. Compared to its competitors, companies 1, 2 and 3 can recruit and retain
talented people who often come out on top. Businesses that have people that are both skilled and
competent are expected to run efficiently. Growth in an organization's competencies is often
linked to a high-value creation by its competent workforce. As a result, it is reasonable to argue
that the training and development program offers the organization a competitive edge.
Highly skilled employees often provide a large amount of value to the company's
everyday operations. Given the competition in the current world, the business unit should use
several strategies to improve its profitability and overall performance (Jeffrey and Prasetya,
2019, p.59). Staff productivity is increased as a result of the training and development initiatives.

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As a result, operational excellence will become engrained across the organization. As a result, the
highly efficient operation aids the organization's efforts to compete with other firms in the
industry. Participating in a training and development program allows a company to compete
more effectively with other companies. Companies 1, 2 and 3 have a source of competitive
advantage in the shape of training and development programs. It is well acknowledged that
employee participation has a substantial influence on the overall performance of the company.
The business unit's ability to improve company performance may be ascribed to the many
training and development programs that it provides. Training and development programs’
propensity to boost employees' talents and abilities improve the firm's performance. Assessment
of complaints and investor suggestions also supports companies 1, 2 and 3's upper management
in enhancing service quality and product attributes. Based on this evaluation, it can be stated that
the quality of investors is greatly influenced by the training of the staff members, from which
management make informed decisions that directly impact the revenue of the company.
2.5.4 Employees Motivation
Staff training has dramatically influenced employee morale and motivation in companies
1, 2 and 3's. Furthermore, it has been established that highly motivated workers have a
significant role in improving business entity sales and potential for future sales (Wahyudin et al.,
2021, p.5). Training affects staff members' competency and capacity for handling diverse job
tasks. In addition to boosting employees' talents and efficiency, new options for career
progression within and outside the organization are offered. All of these elements contributed
significantly to the morale of retail personnel working in different divisions. Improvements in
staff motivation benefit individual productivity and performance, such as fulfilling sales
objectives and offering the most outstanding services to clients. These factors are essential

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motivators as they inspire clients to repurchase different things and services from the retail firm.
Companies 1, 2 and 3 management generated the new potential for future sales with the
assistance of this ingredient. Marketing and promotional strategies employed by staff to attract
clients in the retail business have a substantial influence on an organization's sales. Within a
retail firm, the marketing department or individual marketing managers are primarily responsible
for supervising the selection and deployment of different marketing tactics. Companies 1, 2 and
3's upper management applies the best and most effective employee motivation techniques by
providing awards for good performance and quality products.
2.5.5 Understanding the Company’s Objectives
At companies 1, 2 and 3, employees are informed of what is expected of them to do their
duties efficiently. The company ensures that employees acquire a more excellent grasp of the
organization's objectives and what has to be done, why it needs to be done, and how effectively it
should be done when they are allowed to participate in the planning process. It is critical to
understand performance objectives and, if feasible, engage the staff. This impacts the quality of
products and services employees deliver. Because employees cannot always foresee how their
actions will turn out, behavioural objectives are just as essential as output goals. A personal
development plan is in place since this will serve as a springboard for obtaining targeted results.
The key to an efficient performance management system is monitoring employees' performance
daily (Samwel, 2018, p.38). People function at their peak efficiency and productivity when given
clear objectives and expectations.
Managers and subordinates collaborate to define and express their workers' objectives
throughout the training and development. It influences people's ideas, actions, and behaviour
through energizing behaviour, encouraging individuals to work hard and complete tasks. This

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affects the work's quality. Employees' motivation and performance may increase due to their
perception that objectives may be accomplished via engagement. A critical component of
collaborative effectiveness has clear expectations. Defining performance criteria may help you
reach your objectives, whether you want to develop a team for a particular project, your
department, or the whole corporation. Clear performance standards help foster responsible,
productive, meaningful, and participative employees’ output in the workplace.
2.5.6 Employees Development
Training is a way to develop proficient employees from unskilled individuals. One
conclusion derived from companies 1, 2 and 3 is that employee training and advancement
programs provide the groundwork for developing a successful staff inside a company. It is
widely known that human resources are one of the most important variables influencing a
company's performance. It is well acknowledged that adequately trained employees are the most
critical aspect in guaranteeing the seamless operation of company units. Training and
development programs contribute to an effective increase in the capability of available human
resources at companies 1, 2 and 3. For the company to achieve its short-term and long-term
business objectives, its employees' efforts are oriented toward the same goals (Maduningtias,
2020, p.71). Due to various training and development programs, employees thoroughly
understand the business unit's aims and objectives.
Performance management demands a grasp of measuring employee skills against their
output. It is the foundation for delivering and producing feedback. It demonstrates where things
are going well and where they aren't doing so well, allowing corrective actions to be made to
improve the situation. Even if you can't quantify the results of your efforts, you're still making a
difference. As a result, comparing actual results to planned outcomes is often necessary to assess

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performance. Measures are intended to boost performance. Metrics that are not directly related to
improving performance are measured to achieve the end goal. Many techniques may be used to
assess an individual's ability to carry out their task efficiently, as well as the extent to which a
training solution can assist bridge the gap between adequate and current performance. A human
resources manager may interview employees about their tasks, obstacles, and perceived training
and development requirements, or they may watch how work is performed (Stachová et al.,
2019, p.345). Additionally, internal data may be employed to discover employee performance
patterns and trends. The quantity of units produced, processed, or sold indicates success, but
product quality must not be compromised. The percentage of work that must be redone or
rejected may be used to evaluate the quality of a task.
2.6 Training and Worker Output Relationship
2.6.1 Prioritization of Customer Interests
Corporations’ training programs nowadays encourage their employees to prioritize the
interests of their customers. It is worth noting that most employees working in developed
companies are either production or salespeople. Due to the ongoing training and development
programs at workplaces, the number of retail sales possibilities has grown. Attending a
professional development program that helps workers learn new skills may significantly boost
employee sales capability (Farisi, 2018, p.1070). Furthermore, employees' direct engagement
with customers at companies 1, 2 and 3 impact the company's image in the eyes of the
customers. A continuous training and development program is being developed, which may
strengthen the capability of the business unit's organization.
Since companies 1, 2 and 3 units' workers are highly efficient, the business units have
achieved considerable long-term growth. The quantity of money created by a particular firm

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sector is used to assess its performance. The company's revenue increases when employees help
customers make good purchase choices. Consequently, the training and development program
will influence the business unit's growth. As a consequence of the company's ability to increase
worker productivity, the business unit's revenue has increased. A practical training approach
guides the development of good impact. In companies 1, 2 and 3, the skills and performance of
individuals inside the companies are the foundation for the organization's capacity to provide
new opportunities for career progression to workers. As a result, the company businesses can
retain productive employees inside the corporate entity, guaranteeing that management continues
to get good services from sales and other company divisions for a prolonged time.
At companies 1, 2 and 3, employees are recognized for specialized work in the sales
business by proving their ability to do various tasks within the permitted time using their unique
talents and knowledge to reach many customers. Employee job satisfaction and morale are
intimately associated; when workers are satisfied with their employment, they are more inclined
to work hard to increase a company's income. As a result, it seems that variables such as training,
job satisfaction, and sales potential for the business are all related in some manner. Employees'
creative capacity and comprehension of several new tactics for product production, marketing,
and the customer-handling process are enhanced through training and development activities
inside a retail organization. Human resource management understands that choosing the best
promotional technique to cut expenses and boost income is critical. In this respect, highly trained
employees have a crucial function in marketing strategy and choosing different promotional
strategies that assist retail companies in attracting new clients (Sima et al., 2020, p.4035). As a
result, deploying unique and highly effective marketing tools is recognized as the most important
component of the companies' administration to generate prospective sales leads. The kind of

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things and services provided by companies 1, 2 and 3 significantly influence their monthly
revenue income.
2.6.2 Creativity Boost
In the cases of sales departments, employee creativity determines the pricing of items and
the quality of goods. This has a significant impact on the purchasing choices that clients make.
Training, therefore, assists companies 1, 2 and 3 boost sales because of the innovative sales
techniques. Companies create new sales opportunities by offering consumers things and
employee training that rivals do not provide (Naidoo and Gasparatos, 2018, p.134). The
imagination of the staff members is also vital in developing marketing strategy and selecting
appropriate equipment. Staff employees of a retail company may produce new sales prospects by
combining a range of abilities learned via training with their ingenuity. These changes can be
effected by applying innovative marketing methods and operating an acceptable advertising
system based on specific needs. The deployment of numerous unique and imaginative marketing
techniques has played a crucial role in drawing consumers' attention to the company's goods and
services. Creative marketing has been considered the most critical part of organizational
performance for achieving companies 1, 2 and 3's corporate objectives, such as developing new
sales opportunities.
Employee training is recognized as one of the essential critical variables that impact the
success and development of companies 1, 2 and 3 by raising the number of sales opportunities.
Satisfied consumers considerably enhance the capacity of the company to build a foundation for
future sales. This is one of the most important considerations. In this regard, the capacity of sales
executives and other staff members to properly manage clients is the most crucial factor in
deciding whether or not customers are happy and future sales possibilities are generated. In this

23
regard, many elements related to employee training have been identified to have an important
influence on the generation of sales opportunities. Communication skills are the most crucial
attribute for sales leaders to possess inside a retail firm since they directly impact staff
productivity and the consumer goods production process. Retail organizations in the United
Kingdom have been seen adopting various training marketing methods to raise sales and gain a
competitive edge over rival firms. The enhanced sales techniques have reinforced companies 1, 2
and 3's ability to compete in the evolving markets.

24
3. RESEARCH METHODOLOGY
3.1 Research Design
3.2 Data collection
3.3 Data analysis
3.3 Findings
4. ANALYSIS OF RESULTS
4.1 Discussion
4.2 Training and Employee Performance
5. CONCLUSIONS AND RECOMMENDATIONS
5.1 Conclusions
5.2 Recommendations
5.3 Costed Implementation Plan
Personal Learning Statement

25
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Appendices