Management Training Methods: Relative Effectiveness and Frequency of Use in the Malaysian Context Veeriah Sinniah

1
Management Training Methods Relative
Effectiveness and Frequency of Use in the
Malaysian Context Veeriah Sinniah Sharan
KaurFaculty of Business and AccountancyUniversit
i of Malaya50603 Kuala Lumpur, Malaysia

• E-LEADER CONFERENCE
• KUALA LUMPUR, MALAYSIA
• 5-7 JAN 2009

2
OVERVIEW OF PRESENTATION

• Purpose of Study
• Objectives of Study
• Background of Study
• Hypotheses
• Research Methodology
• Results of Study
• Conclusion

3
PURPOSE OF STUDY

• To identify employees perceived effectiveness of
  training methods, a replication of a study by
  Sadler-Smith et al (2000)

4
OBJECTIVES OF STUDY

• To explore perceptions of employees on modern
  and conventional training methods
• To investigate the relative effectiveness of
  training delivery methods and their frequency of
  use based on employees perspective
• To explore any significant differences in
  perceived effectiveness and frequency of use of
  training methods between small and large
  organisations
• To assess how employees perceive the relative
  effectiveness of training methods to attain
  specific training objectives

5
BACKGROUND OF STUDY

• Investment in corporate training in Malaysia is
  vital included the 9th Malaysia Plan
  (2006-2010), meant to increase supply of educated
  skilled workforce
• Challenges in recent years include
• increased numbers of employees to train
• increased complexity in the type of work
• pressure on employees to learn demonstrate new
  competencies faster at a higher level
• rapid changes in the business environment
• limited funding

6
BACKGROUND OF STUDY

• Modern Training Methods
• Companies are exploring e-Learning ie. web-based,
  intranet-based CD-based training delivery
  system to reduce expenses (Juptner, 2001)
• New delivery training methods tend to expand due
  to growth of computing technology, increased IT
  competencies, reduce barriers to accessing use
  of internet, hence increasing range of training
  methods available to practitioners
• In reality, todays training methods are not so
  new better application of proven practices,
  relying on the same fundamental training method
  of instructional /discussion /conference
  procedure

7
BACKGROUND OF STUDY

• Modern Training Methods
• E-Learning includes computer based training, web
  based training, intranet training (Chute, 200
  Urdan Weggen, 2000)
• E-Learning mediums include videoconferencing,
  teleconferencing, CDs, corporate intranets
  (Chute, 2002)
• Just-in-time training is an advantage of
  e-Learning (NCC, 2000)

8
BACKGROUND OF STUDY

• Modern Training Methods
• Web based training has lower training development
  cost, simple updating or material revision
  increased accessibility , eliminates travel cost
  time saving(Hall, 1997 Khan, 1997)
• Web based training allow trainees to have
  training anytime, anywhere at the amount they
  need
• Computer based training enables trainees to have
  dialogue with programme, reduce cost of training,
  reduce length of training more timely training
  (Dessler, 2008)

9
BACKGROUND OF STUDY

• Modern Training Methods
• Distance learning allow learners to learn at a
  distance away from source of expertise (Harrison,
  1998)
• Distance learning includes wide range different
  media
• Video audio tools
• Computer based training
• Multimedia CD-ROM tools
• Intranet / internet based delivery
• Television delivery
• Books, workbooks job aids

10
BACKGROUND OF STUDY

• Modern Training Methods
• Miller (2001) found coaching (a new field
  (Wilkins, 2000)) to
• Increase productivity
• Increase quality
• Improve working relationship between employee and
  boss
• Increase job satisfaction
• The use of coaching after a traditional
  instructor-led training is effective in
  increasing skill retention transfer of training
  (Showers, 1987)

11
BACKGROUND OF STUDY

• Consistent advice as to what managers in large
  firms should consider in design delivery of
  training but lesser for small firms (Carlson, et
  al., 2006)
• Small businesses like family owned operated
  firms have lower commitment to training, it is
  viewed as individual career development does
  not add value to the firm (Matlay, 2000)
• Small firms are less likely to undertake training
  (Sargeant, 1996)
• The higher the initial set up costs for training
  (ie e-Learning), the less likely small firms
  would invest in this, irrespective of its
  appropriateness (Basset-Jones, 1991)

12
HYPOTHESES

• H1 There is a significant difference between
  modern conventional training methods in terms
  of frequency of use
• H2 There is a significant difference between
  modern conventional training methods in terms
  of effectiveness
• H3 There is a significant difference between
  size of firms in their use of training methods
• H4 There is a significant difference between
  modern training methods conventional training
  methods in terms of attaining training objectives

13
RESEARCH METHODOLOGY

• Quantitative study
• Convenient sampling employed with 300
  questionnaires distributed to management level
  employees from the private public sectors
• 254 were returned, however only 200 was usable
  return rate of 66.67
• Training practices methods adopted from
  Sadler-Smith et al (2000) training objectives
  adopted from Carroll et al (1972)
• Training methods used are Off-site courses,
  On-site courses OJT Video training Distance
  learning Computer based training Coaching

14
RESULTS OF STUDY

• Majority of the respondent
• are Females (56)
• were between 26 30 years old (44.3)
• are Malays (35)
• have a Bachelors degree (67.5)
• have about 1 5 years of working experience
  (48.7)
• are Executives Sr. Executives (52.7)

15
RESULTS OF STUDY

• H1 There is a significant difference between
  modern conventional training methods in terms
  of frequency of use (not supported)
• t 1.15 df 199 p .88 (p gt .05)
• H2 There is a significant difference between
  modern conventional training methods in terms
  of effectiveness (supported)
• t 4.26 df 199 p .00 (p lt .05)
• Off-site courses, On-site courses OJT had higher
  on effectiveness
• Distance learning computer based coaching,
  were rated high on ineffectiveness

16
RESULTS OF STUDY

• Correlations exist between frequency of use and
  effectiveness for
• Conventional methods (p lt .01)
• Modern methods (p lt .01)
• This means that those respondents who perceived
  the training method effective also used them
  frequently
• H3 There is a significant difference between
  size of firms in their use of training methods
  (not supported) (p gt .05)
• H4 There is a significant difference between
  modern training methods (M 57.02, SD 7.66)
  conventional training methods (M 63.72, SD
  11.72) in terms of attaining training objectives
  (supported) (t 7.55, df 199, p lt .05)

17
RESULTS OF STUDY

• OJT was rated the highest in attaining all
  training objectives (ratings for 1 training
  objective is same as Coaching) (MCoaching 3.89,
  SDCoaching .89 MOJT 3.88, SDOJT .85)
• Distance learning was perceived as the least
  effective method for achieving training
  objectives (MDistance Learning-Knowledge
  Acquisition 2.81, MDistance Learning-Changing
  Attitudes 2.64, MDistance Learning-Problem
  Solving 2.72, MDistance Learning-Skill
  Development 2.80, MDistance Learning-Knowledge
  Retention 2.79)

18
CONCLUSION

• Contradictory to previous research, this study
  found that all organisations regardless of their
  size reported training activities very important
  or important to their organisation
• The use of the Internet, multimedia and other
  virtual realities is unlikely to supplant, as
  some seek to imply, learning through doing as
  epitomized in the theories of Knowles (1990),
  Kolb (1984) Revans (1983).
• This study does not seek to deny the value of
  modern learning methods, however, the high
  initial cost of setting up modern training
  methods may be the reason behind its lack of use

19
CONCLUSION

• The perception of this studys respondents
  indicate that since modern methods were lacking
  in use, it was also perceived as ineffective
• Hence, efforts should be made to explore how
  modern methods may best be exploited, as its
  advantages in cost reduction timely training
  can accelerate the up-skilling of employees in
  organisations
• The challenge for HR is to successfully utilize
  and integrate modern and traditional, OJT and
  off-job methods so as to build on the strengths
  of each and meet the needs of learners and
  businesses