2. LITERATURE REVIEWS

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1 THE STUDY ON EMPLOYEES SATISFACTION TO CORE AND MANAGERIAL COMPETENCY IMPROVEMENT FROM TRAINING AND DEVELOPMENT PROGRAM: CASE STUDY OF NUMCHAI INSURANCE COMPANY LIMITED Ariya Songrattananon and Kronkan Na Nakornphanom Correspondence: ABSTRACT This study focused on the employees satisfaction to core and managerial competency improvement from training and development program of Numchai Insurance Company. The objective of the study is for training program improvement related with employees The sample group consists of 310 employees who work for the company. Questionnaires were used as the data collection instrument. Statistics used for the analysis include percentage, means, standard deviation, t-test independent, one way ANOVA and analysis of variance and Pearson s product moment correlation coefficient. The statistic package for social science (SPSS) was employed for statistical data analysis. The study reveals that the majority of the sample group is female with the number of 215 (69.4%), aged between years with the number of 170 samples (54.8%). Almost all employees have a bachelor degree of education with the number of 219 samples (70.6%) and more than ten years of working period (94 samples 30.3%). The working period in position of major employees is 1-3 years with the number of 114 samples (36.8%). Lastly, staff is the position of the major employees with the number of 186 samples (60%). The statistical analysis of demographic factors which is gender, age, education, working period, working period in present position and position show that different demographic effects the satisfaction of core and managerial competency improvement at the 0.05 statistical level in the topic of 1.) Working period Problem solving and decision making 2.) Gender Conceptual thinking 3.) Age and 4.) Age Empowerment. The statistical analysis of training and development factors which is on the job training, coaching, insurance activity, visiting, functional training, meeting/seminar, consulting, occupation development and selfdevelopment reveals that the relationships between trainings and competencies are not related in topics 1.) Insurance activity training analytical thinking competency 2.) leadership, problem solving, analytical thinking, conceptual thinking and job assignment competencies 3.) Functional training customer orientation, leadership, problem solving, analytical thinking, conceptual thinking and job assignment competencies 4.) Meeting/seminar leadership, problem solving, analytical thinking, conceptual thinking and job assignment competencies 5.) Consulting conceptual thinking and job assignment Keywords: Leadership, Insurance, Satisfaction 1. INTRODUCTION In the modern organization, human resource is the valuable source to drive the succession. Therefore, the human resource team has to improve their own employees to work efficiently to meet the organization s vision, mission and tasks. The human resource development process starts from creating the competencies from organization s vision, mission and values. Moreover, the functional competencies are created depending on the job characteristic. Then, competencies will be used for the employees evaluation system. Three competencies are commonly used in assessment process, which are core competencies, managerial competencies and functional competencies, through 360-degree evaluation. In order to meet the competencies satisfaction of the organization, and development program have been developed to fill the competencies gap need. Each training and development program aims to improve one or more Evaluator will choose the employees based on the competencies they need to improve from the evaluation system. The employees will be sent to the training and development program, which is designed to fill the 531

2 competencies gap. There is individual development plan to follow up the result after training for every trainee. The expectation is that the gaps between actual and desired competencies are less than the past. How to make sure that the training and development program the organization used is efficient and meet the competencies gap? There needs to be the study in the organization to check whether that the training and development programs are still up to date and fill the gap for the employees. Therefore, the objectives of this study are to survey that the training and development in the present can satisfy the core and managerial competencies of employees and to improve the training and development program of the organization to meet employees competencies satisfaction. 2. LITERATURE REVIEWS and Development Concept is the systematically learning to create knowledge, skills, abilities and attitude of personals to improve the work efficiency (Goldstein, 1993). Therefore, helps personals to work in more difficult tasks. Generally, there are three objectives (Wexlay & Latham, 1991) 1. To adapt self-awareness of personals, which are 1.understanding in own roles and responsibility, 2.awareness between task and philosophy, 3.understanding others attitude and awareness the affect of self performance to others. 2. To improve job skills of personals. It can be one or more than one skills. 3. To build personals, motivation. Even though employees have sufficient skills but lack of motivation, they cannot use their skills and knowledge efficiently. Benefits from trainings is one important managerial tool, which is created to fulfill organization performance. Therefore, training has to meet organization s objectives. The benefits from trainings can improve many organization s performances (Johnson, 1976; Macgehee & Thayer, 1961), which are 1. Improving knowledge, skills, abilities and attitude which will effect in productivity increasing. 2. Decreasing labor cost by reducing the production or service time and in the same quality 3. Decreasing production cost by reducing under quality goods or service. 4. Decreasing human resources management cost by reducing turn-over rate, absence rate or any factors that diminish work performance. 5. Decreasing customer service cost by adjusting service or delivery process. 6. Having enough potential substitutes when someone leaves or get promoted. 7. Preparing employees to be ready when they are promoted to the higher position. 8. Eliminating the old-fashioned skills, technology, working process. 9. Improving employees relationship in the organization. and development tools (from a case study company) and development tools to improve the employees can be divided into 15 categories. Each category has its own advantages, disadvantages. Furthermore, each tool can improve more than one competency. Manager needs to select the training and development program considering from the best benefit for the department or organization. 1. On the Job Learning in the real working environment under the supervisor, which is suitable for new staffs in the organization, department or position 2. Coaching New employees are coached by their director under the same objectives in order to improve potential and position development in the future. 532

3 3. Consulting Analyzing the root cause of the problems in the work and lead the options and solutions to solve the problems. Additionally, directors need to give an advice and listen to the employees opinions. 4. Job Rotation Rotating some employees to another task to learn new working process and gain new working experience in the period of time. Moreover, this tool can improve the relationship among employees. 5. Activity The target group of employees will be assign in the activity that improve the desired skills or knowledge. 6. Self-Learning or knowledge management. The employees are emphasized to take a responsibility in learning and developing themselves from the assignment task This tool is always used in management level employees. The objective of this tool is to get the new useful idea from domestic or oversea organizations and adapt into own organization. 8. Meeting and Seminar Inviting experts from inside and outside the organization to train and discuss with employees in order to expand the experience and aspect. 9. training is the process to enhance knowledge and skills in the specific field in order to make the employees to efficiently manage their jobs. 10. Counterpart to develop the any employee to be an expert in the specific field by sending the employees to work and learn the technique from the expert overseas or domestic. 11. Job Enlargement Expanding employees responsibility and tasks in order to learning and improving from the job enlargement. (Horizontal job assignment) 12. Job Enrichment Assigning more challenging tasks to improve multi skills. (Vertical job assignment) 13. Project Assignment Assigning the employees to be the project manager of the organization s projects. This tool can also improve a leadership skill. 14. Work Shadowing Learning functional and management skills by following, observing and helping the manager. 15. Feedback Giving feedbacks to employees to fix or adapt working process or about the behavior to improve relationship between employees and management level employees. 3. RESEARCH METHODOLOGY The data collection was conducted by collecting both primary and secondary data. The primary data was retrieved from questionnaires with 310 samples. The amount of samples is defined by Taro Yamane table. The cluster sampling is used to choose the samples who are going to answer the questionnaires in the company. The secondary data was retrieved from a collection of information and company training and development program. Study Hypothesis 1. The difference in employees demographic lead to the difference in core and managerial 2. There is a relationship between training programs and core and managerial 3. There is a relationship between development programs and core and managerial Data Analysis Result Statistics used for the analysis include percentage, means, standard deviation, t-test independent, One way ANOVA and analysis of variance and Pearson s product moment correlation coefficient. The statistic package for social science (SPSS) was employed for statistical data analysis. 533

4 Study Framework Independent Variable Demographics - Gender - Age - Education - Position - Experience in position - Working period s - Knowledge - Skills Development - Career - Position Dependent Variable Core competencies satisfaction - Customer orientation - Leadership and self-development - Communication and relationship - Problem solving and decision making Managerial competencies satisfaction - Analytical thinking - Conceptual thinking - - Empowerment Demographic Data of Samples 69% 31% Male Female 20% 55% 25% Less than 25 years old Years old Years old Gender Age 27% 2% Below bechelor degree Bechelor degree 71% Master degree 11% 17% 12% 23% 37% Less than a year 1-3 years 4-6 years Education 30% 20% Less than a year 1-3 years 12% 26% 4-6 years 12% 7-9 years More than 10 years Working Experience (in current position) 25% 1% Working Experience 2% 1% 2% Staff 9% Position 60% Secretary Ast. Team leader Team leader/specialist Ast. Manager/Specialist Manager/specialist Others 534

5 and Development Data of Samples On the Job Coaching Activity Functional Meeting and Seminar Consulting Graph 1: Employees training satisfaction Graph 2: Employees development satisfaction Hypothesis Test and Results 1. The difference in employees demographic lead to the difference in core and managerial 2. The analysis results using f-test and t-test reveal that the demographic factors that effect core and managerial competencies at the 0.05 statistical levels are 3. Gender - conceptual thinking (managerial competency) 4. Age empowerment and delegation (both are in managerial competencies) 5. Working experience - customer orientation and Problem Solving and decision making (both are in core competencies) 6. There is a relationship between training programs and core and managerial 535

6 IRRERAVANCE IRRERAVANCE International Conference on Global Trends in Academic Research, June 2-3, GTAR The analysis results using variance and Pearson s product moment correlation coefficient reveal that the training program factors that are not related to core and managerial competencies at the 0.05 statistical levels are showed in the table 1 Table 1: Hypothesis test between training programs and competencies Functional Results Data Analysis Data Analysis Problem Solving and decision Making Conceptual Thinking 4. 5.Consulting Leadership Data Analysis Problem Solving and decision Making Conceptual Thinking 7. There is a relationship between development programs and core and managerial The analysis results using variance and Pearson s product moment correlation coefficient reveal that the development program factors that are not related to core and managerial competencies at the 0.05 statistical levels are showed in the table 2 Table 2: Hypothesis test between development programs and competencies 1.Position Development Results Conceptual Thinking 4. CONCLUSION AND RECOMMENDATIONS The statistical test as shown in table 3 and 4 revels the irrelevance between some trainings and The training programs are supposed to improve their designed However, some training programs cannot improve designed competencies, as it should be. Therefore, the training programs have to be revise to meet the competencies satisfaction of employees in the organization. The tables below are the example of the training programs that need to be changed. Additionally, this method can be applied to training or development programs of any organization to check whether they are suitable for employees competencies improvement. 536

7 IRRELAVANCE IRRELAVANCE International Conference on Global Trends in Academic Research, June 2-3, GTAR Table 3: Core Competency Satisfaction and Programs Relationship Core Competency Customer Orientation Leadership Communication and Relationship - Problem Solving and Decision Making Table 4: Managerial Competency Satisfaction and Programs Relationship Managerial Competencies Analytical thinking Conceptual thinking Consulting Empowerment - 5. REFERENCES Veerapan Keawrat. (2013). Human Resources. Learning document for human resources training. Nation University. Tern Tongkeaw. (2013). Compytency: Principle and practice. Suan Dusit Rajabhat University Bangkok Insurance Public Company Limited. (2007). Individual Development Plan. Taweesak Massayor. (2009). District's Employees Competency Development. Independent study for public administration master degree Faculty of Local Administration Colledge of Local Administration Khon Kean University Manop Ngernchom (2010). Relationship Between Encouragement and Competencies of Health Station s Leader - Petchabon. Independent study for Public Health Master Degree in Public Health Management Field Khon Kean University Wickramasinghe, V., & Zoyza, N. D. (2008). Gender, age and marital status as predictors of managerial competency needs, Gender in Management. (1 st publishing, page ). Bradford: Emerald Group Publishing, Limited Michele A. Scaperlanda-Herlein. (2009). An Examination of Managerial Competencies and Their Relationship to Performance. A dissertation submitted for the degree of doctor in Business Administration St. Ambrose University Mary Wilkins Jordan. (2012). Competency Development for Public Library Directors. A dissertation submitted for the degree of Doctor of Philosophy in the School of Information and Liberally Science faculty of Philosophy University of North Carolina at Chapel Hill 537