Abstract
Employee performance is a strategic aspect within financial organisations in South Africa (SA). It is argued that poor performance can be addressed through training and development. Training and development are implemented to ensure employee performance improvement; however, organisations in SA do not regard training and development as an investment but as a loss to the company. This study aimed to establish whether employee performance improvement can be revealed through the training evaluation tools administered after training interventions. Trainees are encouraged to practice what was learned from training interventions to improve their job performance. The success of training and development on business results can be demonstrated when employee performance is correctly measured. A qualitative research approach using semi-structured interviews was conducted with Human Resource Development (HRD) professionals, training providers, performance management specialists, line managers and trainees. The study found that despite the efforts of training interventions within financial organisations, managers do not frequently assess employee performance or provide feedback to employees regarding their performance after training interventions. In addition, employees do not apply what was learned from training to improve performance due to time constraints, work overload, lack of motivation from managers and colleagues, and insufficient resources. HRD professionals argue that while training evaluation tools can reveal employee performance improvement after training intervention, these tools are not being correctly used and managed. This study contributed theoretically by adding to the body of knowledge on Human Resources (HR), training and development, performance management and training evaluation practices. Practically, the study provides HR managers and professionals a strategy for effectively using training evaluation tools to measure performance improvement after training.
M.Phil. (Human Resource Development)