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ABSTRACT
The current study aims to clarify the role of training in the performance of employees, as the study made clear that
for the theoretical part, the subject of training was described as an independent variable, while for the practical part,
improving the performance of employees was considered a variable, and statistical analyzes were used, including
correlation and regression. A questionnaire form was used that was designed for this study and included questions
according to the (five-point Likert scale) and was intended for employees in the studied banks to answer to know their
opinions and then analyze it using the SPSS program (version no. 17) to identify the nature and quality of the
relationship and influence between the variables of the study and it was of a degree significance less than 5%. This
study reached many conclusions, the most important of which is that to achieve the competitive advantage of the
organization, training employees helps in increasing their performance and thus this advantage is achieved. This study
also reached many recommendations, the most important of which is that banks should give great importance to the
concept of training and make it the focus of great interest for them because it has many benefits, including getting
employees who have many skills and high abilities in providing good services and skills in dealing with customers.
KEYWORDS
Research Article
AN APPLIED STUDY ON TRAINING MECHANISMS FOR FINANCIAL AND
BANKING INSTITUTIONS TO IMPROVE THE PERFORMANCE OF
EMPLOYEES IN A NUMBER OF PRIVATE BANKS
Submission Date:
July 24, 2024,
Accepted Date:
July 29, 2024,
Published Date:
Aug 03, 2024
Crossref doi:
https://doi.org/10.37547/ijmef/Volume04Issue08-02
Ali Abudel Qader Ahmed
College of Administration and Economics, Tikrit University, Iraq
Khalaf Mohmmed Allaw
College of Administration and Economics, Tikrit University, Iraq
Journal
Website:
https://theusajournals.
com/index.php/ijmef
Copyright:
Original
content from this work
may be used under the
terms of the creative
commons
attributes
4.0 licence.
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Training, Employees, Banks, Organization.
INTRODUCTION
The most important way to the success of
organizations around the world is to train workers well
because it is important in increasing the efficiency and
experience of all employees in the organization.
Employee performance depends on many factors, the
most important of which is training in employee
performance. Training and developing employees is
considered one of the most important means that the
organization can use to continuously renew its vitality
and be able to make it strong in the face of changes
that occur at the levels of the external and internal
environment, because it trusts in the scientific and
behavioral capabilities of employees, and that
increasing the quality and volume of local and global
competition between organizations and competition
Among them in order to provide the best and best in
goods and services in order to gain consumer
confidence as well as expand the marketing share of
the
organization.
This
competition
led
the
administration to focus on the strategic role played by
training and development in giving human resources
great capabilities and high-level skills, which enables
them to be creative and innovative in order to provide
the best and best products in addition to achieving a
competitive
advantage
for
the
organization.
Therefore, organizations that do not give importance
to improving continuous training programs will find
themselves in trouble due to the continuous changes
that occur in the surrounding environment, which
force the organization to reconsider the composition
of knowledge, skills, and capabilities of its human
resources in order to adapt to the requirements of the
new environment.
METHODOLOGY
First: the problem of the study
The problem of the study revolves around clarifying
the impact of training on the performance of
employees in the banking sector through several
things, including presenting training needs and
knowing what programs are necessary to train
employees and how they affect their performance.
Since there is a major weakness in the training
programs adopted by our service institutions, the rapid
technological changes and developments The new
developments in this field require organizations to
follow them and prepare training programs that are
appropriate with them. From this standpoint, the
problem of the study was limited to the following
questions:
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1-Does training have an impact on the quality of
services provided by employees in the banking sector?
2-Does training have an impact on developing the skills
and capabilities of workers in the banks studied?
3-Are there organizations convinced of the importance
of training and its impact on the role of employees in
the banks studied?
Importance of the study
The importance of the study and the extent of the
benefits it achieves through training employees in the
banking sector in the banks studied were summarized
as follows:
Increasing the production of workers, both
quantitatively and qualitatively, comes through their
acquisition of skills and the extent of their knowledge
in how to perform their job and the extent of their
assistance in performing the tasks assigned to them
with high efficiency and effort, as well as reducing
wasted time and material resources used. Training also
helps in renewing and updating information to suit
different environmental variables. Training also helps
in clarifying the general policies followed by the
organization. Thus, the performance of employees will
rise and improve through their knowledge, which will
help them acquire new experiences and skills.
Also, rationalizing and developing administrative
decisions, as well as developing the foundations and
methods of administrative leadership skills by
contributing to building an active base for internal
consultations and communications, and with this
development, interaction will occur between workers
and management on the one hand and between
workers among themselves on the other hand.
Objectives of the study
This study sought to achieve a set of goals:
1-Focus on knowing the importance of applying the
studied banks to training programs.
2-Focus on knowing the most important types of
training programs provided to workers in the studied
banks.
3-Identify the impact of training and improving the
performance of employees in the studied banks.
4-Identify the amount of commitment of senior
management and its support for the training strategy
and adoption of its idea in the banks studied.
5- Providing comprehensive resources to local and
Arab libraries for training programs and their effective
training strategies, and what is their importance in
improving the performance of workers within
organizations.
Study hypotheses
For the purpose of arriving at good and clear answers
to all questions and finding solutions to the problems
raised in this study, the study aims to test the validity
of the following hypotheses:
1-Is there a significant relationship between training
processes and employees’ performance in terms of its
variables?
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2-Is there a good correlation between training
processes and employee performance in terms of its
variables in the banks studied?
Study model
This is a study that searches for the role of (training),
which we called the independent variable, on a group
of variables, which are (employee performance, type
and quality of services, and technical capabilities).
Study variables
This study was based on two types of variables: the
independent variable, which is training, and the
dependent variable, which is employee performance.
Methods of data collection
1-From sources (Arabic and foreign), in addition to the
Internet.
2-Questionnaire form.
Study population and sample
Here, the study population is the private banks in Salah
al-Din Governorate. Four private banks were chosen
and spread in different places in the governorate,
namely (the Bank of Baghdad, the Iraqi Islamic Bank,
the Economy Bank, and the Investment Bank) by
distributing a questionnaire and (120) were collected.
Out of (200), the recovery rate reached (60) %, and
these forms were distributed to administrators
(managers, deputy directors, department heads, and
employees) working in the private banking sector in
2022 and 2023.
The topic (training process)
First: The concept of the training process
general and administrative training in particular, but
their definition agreed on the basic points of the
training process, in that it leads to the improvement
and development that occurs to the trainee through
his performance and commitment to the work
required of him with complete efficiency and
effectiveness. He contributes to achieving his own
goals and the goals of the organization to which he
belongs and society. Al-Hiti defined training as an
administrative and organizational effort that is linked
to continuity and which aims to bring about a skill,
behavioral and customary change in the individual’s
actions at the present time and in the future, in order
for him to be able to carry out all the tasks assigned to
him and at the same time develop his practical
performance behavior (Al-Khatib, 300:2006)
Second: Advantages and benefits of the training
process
The training process seeks to achieve many advantages
for the individual and the organization, the most
important of which are the following (Al-Khatib:303,
2006):
A- Features of the employee training process:
1-The worker (individual) acquires the advantages that
make him qualified to occupy leadership positions.
2-The worker (individual) acquires many experiences,
skills and knowledge in order to enable him to advance
his work.
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3-Enhancing the confidence of employees by acquiring
new experiences, information, and capabilities, which
leads to raising their morale.
B- The advantages of the training process and its
importance to the organization are as follows:
1-
Developing employees’ competencies and increasing
their experience and skills.
. 2-Preparing generations of individuals capable of
managing leadership positions
3-Keeping pace with the rapid scientific and
technological development and also to confront the
changes occurring in the economic and social systems.
Third: The importance of the training process
The training process is important in the business world,
as its importance is represented as follows (Masa’idah,
8: 2008).
1-Informing workers of the modifications and changes
that occur in performance methods and how to use the
updated devices and tools.
2-Training and qualifying other workers so that they
can be relied upon to undermine the authority and also
to replace leaders who move to another place or are
referred for retirement.
3-Increasing the added value and productivity by
reducing the loss of resources and working hours. This
is a result of the improvement in the behavior pattern
and the increase in performance efficiency.
4-Working to reduce working hours in service
organizations.
5-Improving the method of dealing with auditors, will
increase their satisfaction with the organization and
improve their image in their minds.
The second topic (employee performance)
First: Clarifying the term (employee performance)
In order to understand this term, some concepts that
may be confused in the minds of some must be
discussed. They are used to express, for example,
productivity and effectiveness, in addition to the terms
performance efficiency and productivity, because
these terms are used to express the organization’s
performance. It is necessary to know its concept, as
employee performance has been defined as (the
degree of achieving and completing the tasks that
make up the job), as this definition reflects how the
individual achieves the requirements of the job he is
performing (Al-Barnuti, 219, 2001). Numerous studies
have shown that effectiveness can be described as a
dependent variable, which is determined by many
independent variables, the most important of which is
the extent of efficiency in the way resources are used
in order to achieve the specified goals. Or it is a plan
whose purpose is to acquaint or increase workers with
knowledge and skills that work to improve the
performance of individuals at work (Douclas , 2023).
From what was mentioned previously, we can clarify
what we want in this study, which is a comprehensive
definition of performance that is available for it:
1-General comprehensiveness: which can be applied to
all or most jobs.
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2-The process: By which we mean subjecting the study
to quantitative measurement.
In order to achieve these aforementioned points, we
can take the following steps:
The first step: which looks at setting general goals that
include businesses and jobs, which include goals
related to solving problems, and routine goals.
The second step: which looks at determining the goals
of each of the three aforementioned groups, which
includes describing the reality of work and the reality
of the actual practice of work.
The third step: which examines setting rates for the
performance of each goal pattern for the three groups,
thus defining the performance for each goal and
comparing it to its typical standard (Suleiman, 1975:13).
Second: The importance of employee performance
The issue of two-year performance has become of
great interest in all developing and developed
societies. All organizations are working to raise the
level of employee performance until it has become a
basic criterion for administrative and economic
progress. It has become linked to raising the standard
of living and raising the efficiency of workers’
performance, and therefore we see that the basic
problem in all countries is that they are working to raise
the level of workers’ performance in all administrative
and economic units. Also, improving the level of
workers’ performance receives great attention f
rom all
levels, starting from the level of the individual worker
to the level of National, and this is based on the fact
that the role and performance of the individual or
worker has an impact on the general performance of
the administration in which he works, and this will in
turn be reflected positively or negatively in the
effectiveness of the organization and vice versa, and
this in turn will be reflected at the national level (i.e. the
state) (Suleiman, 1975:29).
A- The importance of performance for employees
1-The performance of the individual (worker) at all
levels is a reflection of the performance of the
department, department, or organization, in addition
to the good role of the employees and their
interaction, which expresses the effectiveness of the
organization to which they belong.
2-
The individual (worker)’s interest in his level of
performance will be reflected personally on him.
3-Performance is an expression or measurement of the
ability of the individual (the worker) to perform his
work at the present time, and therefore every
individual must pay attention to the performance of his
work because of its connection to his future career
(Mansour, 1986: 135).
B- The importance of performance to the organization
The issue of performance is the primary concern of
every official because it is one of the important factors
that is used in evaluating the organization he manages.
Therefore, we see that all those responsible for all
organizations show interest in the performance of
employees in these organizations and that the
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individual’s performance is a reflection on the entire
organization (Abu Hind, 1994: 30).
Third: Dimensions of employees’ performance
Researchers have found many dimensions of
employees’ performance and have identified them
with five or three dimensions. In this study, we will
address three dimensions, which are as follows (Al-
Barnuti, 2001: 385-388):
A- Work and Productivity: This dimension examines the
quantity and percentage of production and the extent
to which the individual (worker) covers his work in
terms of the quantity of production while observing
the working conditions. It also defines the quality of
production taking into account the general rules of
work and the speed of time to complete the work and
master it.
B- Mental abilities
This dimension looks at creativity in work, such as
introducing improvements and good and fruitful ideas
into work, in addition to the ability to develop oneself
and the ability of the individual (the worker) to acquire
information and experiences, solve problems and the
ability to solve them, and the individual’s possession of
the strength of memory that can be used to solve these
problems.
C- Personality traits and psychological preparations
This dimension is represented by taking responsibility,
which shows the extent of the worke
r’s ability to bear
his responsibility, the extent of his keenness to
perform his work, and the amount of flexibility in
dealing that the worker has in performing his work.
Fourth: The importance of training and its role in
improving employee performance
Training has many effects on employee performance
and can be summarized as follows:
1-Strengthening social relations between individuals
(workers) and developing their attitudes.
2-
Developing employees’ sense of loyalty and
belonging to the organization in which they work.
3-Raising the level of performance and improving it in
both quantitative and qualitative terms.
4-Reducing the rates of both absence and turnover.
5-Work to educate employees about the importance of
training.
6-Providing employees with the ability to search for
new and innovative things in all areas of work (Hamid,
2000: 70).
The third topic (applied aspect)
First: Description of the investigated banks: A number
of branches of government and private banks were
chosen to represent the study sample: (Economy
Investment Bank, Baghdad National Bank, Investment
Bank, Iraqi Islamic Bank) that operate in Salah al-Din
Governorate, and the questionnaire was distributed.
Second: Description of the respondents
In view of the developments taking place and the
competition with technology in the current era and the
increase in competition, the researcher conducted a
test for the employees of the surveyed banks who
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practice various activities within the banks. The
researcher distributed (150) questionnaires to the
individuals surveyed in their own work sites. (120)
questionnaires were retrieved, the percentage of
which was The response is approximately 90%, and
Table 1 shows this:
Table (1): Characteristics of the individuals surveyed
the
number
Variable
Category
Number
of
sample
members
percentage
%
1
Gender
Male
75
62%
Female
45
38%
the total
120
100
%
2
Age
20 - 30
years
30
25%
31 - 40
years
25
20%
41 - 50
years
45
38%
Older than
50 years
20
17%
the total
120
100
%
3
Position
Bank
manager
4
3%
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Treasurer
18
15%
accountant
50
42%
Other
48
40%
the total
120
16
4
Years of
Experience
Less than 5
years
4
3%
From 5
years and
less than 10
years
66
55%
From 10
years and
less than 15
years
23
19%
More than
15 years
27
23%
the total
120
100
%
Source: Prepared by the researcher based on questionnaire responses
*
Second: The stability of the study tool
The stability of the study tool was confirmed by
calculating the Cronbach alpha coefficient. Table (2)
shows the values of the reliability coefficients for each
axis and the number of items that belong to each axis.
Looking at the values of the Cronbach alpha
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coefficients, it is noted that all values are greater than
(0.7), and this indicates that the study tool is
characterized by stability, and the study tool has been
built, prepared and judged in an acceptable manner
and achieves the research objectives.
Table (2): Validity coefficient for measuring the study tool
The axis is
true
Number of
phrases
the hub
0.863
10
Training
0.830
10
Employee performance
* Source: Prepared by the researcher based on SPSS
Fourth: Description and diagnosis of the research
variables
The research methodology aims to determine what
variables the researcher relied on to achieve the
research objectives. The research relied on analyzing
data related to the research variables. The program
(SPSS 28) was used to show the arithmetic means and
standard deviations and for all items related to the
response. Table (3) shows the values of the means.
Arithmetic calculations and standard deviations at the
bank level.
*Training variables
Table (3): Arithmetic means and standard deviation for the training items
Paragraphs
variable
Sample
volume
Arithmetic
mean
standard
deviation
Relative
weight
Training contributes to
improving the skills of
workers in private
banks
X1
120
4.05
1.139
0.810
The training increases
knowledge and
understanding of the
required banking tasks
X2
120
3.80
0.967
0.760
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Private banks provide
appropriate training
opportunities for
employees
X3
120
4.09
0.980
0.818
Regular training
courses are organized
to improve the skills of
workers in private
banks
X4
120
3.96
0.751
0.792
Training contributes to
increasing the
efficiency and
productivity of workers
in private banks
X5
120
4.17
0.748
0.834
Training helps you
deal with customers in
a better way
X6
0
12
3.99
0.851
0.798
Get feedback and
evaluations after
completing training
courses
X7
120
3.93
0.589
0.787
Provides continuous
training opportunities
for improvement and
skills development in
private banks
X8
120
3.88
0.796
0.776
Training helps in
dealing with banking
X9
120
4.14
0.717
0.828
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challenges and
problems
Investing in training is
a good investment for
private banks
X10
120
4.10
0.800
0.820
Arithmetic average rate
4.011
0.83
4
0.802
*Source: Prepared by the researcher based on the outputs of the statistical program
SPSS 28
Table (3) shows that the arithmetic average for the
training axis reached (4.011) with a standard deviation
of (0.834), as the paragraph (that training contributes
to increasing the efficiency and productivity of workers
in private banks) had the highest arithmetic average as
it reached (4.17) with a standard deviation of (0.748).
While the paragraph that states (training increases
knowledge and understanding of required banking
tasks) had the lowest arithmetic mean, reaching (3.80)
with a standard deviation of (0.967). Based on these
results, management decisions can be made that focus
on enhancing and developing training to increase the
efficiency and productivity of workers in private banks,
while current training programs must be reviewed and
improved to increase knowledge and understanding of
the required banking tasks.
*Employee performance
Table (4): Arithmetic
means and standard deviation of employees’ performance
Paragraphs
variable
Sample
volume
Arithmetic
mean
standard
deviation
Relative
weight
Workers in private
banks have strong
skills in their field of
work
Y1
120
4.16
0.713
0.834
Employees in private
banks provide high-
quality services to
customers
Y2
120
3.97
0.810
0.794
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Employees in private
banks have a high
level of professionalism
in dealing with
customers
Y3
120
3.81
0.866
0.762
Employees in private
banks have a high
level of knowledge and
understanding of
banking products and
services
Y4
120
3.98
0.796
0.796
Employees in private
banks deal with
customers with high
ethics and respect
Y5
120
4.00
0.593
0.800
Employees in private
banks have effective
and strong
communication skills
Y6
120
3.85
0.851
0.770
Those working in
private banks deal with
problems and
challenges effectively
and innovatively
Y7
120
4.01
0.700
0.802
Employees in private
banks have the ability
to learn and develop
continuously
Y8
120
3.94
0.752
0.788
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Employees in private
banks have the ability
to work within a team
effectively and
harmoniously
Y9
120
4.06
0.641
0.812
Employees in private
banks have the ability
to deal with work
pressures well
Y10
120
3.97
0.751
0.794
Arithmetic average rate
3.976
0.747
0.795
*The source was prepared by the researcher based on the outputs of the statistical program
SPSS 28
Table (4) shows that the arithmetic average for the
employee performance axis reached (3.976) with a
standard deviation of (0.747), as the paragraph (that
employees in private banks have strong skills in their
field of work) had the highest arithmetic average as it
reached (4.16) with a standard deviation of (0.713).
While the paragraph that states (that workers in
private banks enjoy a high level of professionalism in
dealing with customers) came with the lowest
arithmetic mean, reaching (3.81) with a standard
deviation of (0.866). Workers in private banks have
strong skills in their field of work in general, but there
may be some improvements required in the level of
professionalism in dealing with customers. Emphasis
can be placed on developing skills and providing
appropriate training to employees in this aspect with
the aim of improving the overall performance of
private banks.
Fifth: Testing hypotheses
First: Analyzing the correlation and influence between
training quality variables and employee performance
variables
1- Analyzing the impact relationship between training
and employee performance
Independent
variable
Employee performance
α
β
R²
A R² T
P
F
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Training
0.248
0.044
0.505
0.499 0.687
0.000
84.273
*Source: Prepared by the researcher based on the statistical program SPSS
Through the results of Table (5), it became clear to the
researcher that the value of the (F) test calculated for
the model (84.273) is at the significance level (0.000)
to indicate the significance of the model, its statistical
acceptance, and the acceptance of the hypothesis in
general.
2-The researcher noted that the value of the
explanation factor was (0.505), with a corrected
explanation factor (0.499), as training was able to
explain (49.9%) of the changes that occurred in the
employees’ performance, while the remaining
percentage (50.1%) was attributed to other variables
that were not included. Within the tested model, and
from the researcher’s point of view, the model is
strong and reliable in explaining the performance of
employees in banks. A positive effect was found
(0.236) at the significance level (0.000) and with the
calculated T value (0.687), the researcher inferred the
validity of the first hypothesis.
* The second hypothesis: There is a correlation
between training and employee performance at a
significance level less than 0.05.
Table (6): Correlation between banking service quality and customer satisfaction
Independent variable
Dependent variable
Training
Employee performance
0.537
*
Moral level
0.002
Source: Prepared by the researcher based on the outputs of the statistical program SPSS 28, P< = 0.05
To achieve the second hypothesis, which states that
there is a correlation between training variables and
employee performance, and Table No. (6) shows that
there is a significant correlation between the
investigated variables, with a value of (0.537) at a
significance level of (0.002), the researcher inferred
the validity of the first hypothesis.
CONCLUSIONS
The research reached a set of conclusions
1.
The study showed that training plays an
important role in improving the performance of
Volume 04 Issue 08-2024
26
International Journal Of Management And Economics Fundamental
(ISSN
–
2771-2257)
VOLUME
04
ISSUE
08
P
AGES
:
11-27
OCLC
–
1121105677
Publisher:
Oscar Publishing Services
Servi
employees in private banks. A clear improvement in
the level of performance was recorded after
completing the training programs, as the skills,
knowledge and working capabilities of employees
improved.
2.
The study showed that training contributed to
improving the communication skills of workers in
private banks. Their ability to communicate effectively
with customers, understand their needs, provide
appropriate service and answer their inquiries better
has been enhanced.
3.
The study showed that appropriate training
contributed to increasing the knowledge and
efficiency of workers in private banks. The necessary
knowledge about banking procedures, banking
products, and relevant laws and legislation was
provided, which helped workers perform their tasks
more efficiently.
4.
The study showed that training contributes to
improving customer satisfaction in private banks.
Thanks to improvements in employee performance,
communication skills and knowledge, customer
experience is improved and their needs are better met,
leading to increased customer satisfaction and loyalty
to banks.
5.
The study showed that training contributes to
improving the performance of private banks in general.
Thanks to improving employee performance and
increasing the level of skills and knowledge, the bank's
efficiency has been improved and positive results have
been achieved in terms of profits, growth and service
excellence.
RECOMMENDATIONS
Based on the conclusions of the study on the quality of
banking service and its impact on customer satisfaction
in
private
banks,
some
of
the
following
recommendations can be made:
1.
Private banks should develop customized
training programs aimed at improving the skills and
knowledge necessary for workers in the banking field.
These programs must be aligned with the bank's needs
and strategic objectives.
2.
Private banks must adopt a culture of
continuous learning and provide opportunities for
employees to develop their skills and knowledge. This
can be achieved by providing online workshops,
training courses and educational materials.
3.
Leaders in private banks must adopt an active
role in supporting and enhancing training. Leaders
should role model continuous learning and encourage
employees to participate in training programs.
4.
Private banks should evaluate the impact of
training programs on employee performance and the
bank’s results in general. KPIs
can be used to
determine the effectiveness of training programs and
what improvements can be made.
5.
Private banks must encourage interaction and
active participation by employees in training programs.
This can be achieved by providing opportunities for
Volume 04 Issue 08-2024
27
International Journal Of Management And Economics Fundamental
(ISSN
–
2771-2257)
VOLUME
04
ISSUE
08
P
AGES
:
11-27
OCLC
–
1121105677
Publisher:
Oscar Publishing Services
Servi
discussion, cooperation, and exchange of experiences
among employees.
6.
Training programs must be integrated with the
bank’s strategy and strategic objectives. Topics and
skills should be chosen that reflect the bank's needs
and contribute to achieving its vision and mission.
REFERENCES
1-
Al-Khatib, Raddah, Al-Khatib, Ahmed, (2006),
Human Resources Management, Wael Publishing
House, Amman
–
Jordan.
2-
Masa’idah , Iman Oqla, (2008), Teachers’
Performance Strategy, Publications of Mohammed
Bin Rashid Al Maktoum Secondary Education
School, Dubai, first edition.
3-
Al-Barnuti, Suad Nayef, (2001), Human Resources
Management, Wael Publishing House, Amman
–
Jordan.
4-
Hamid, Abdul Aziz Jassim, (2000), The impact of
training programs on job satisfaction, Master’s
thesis, Sadat Academy for Administrative Sciences
.
5-
Suleiman, Hanafi Mahmoud, (1975), Organizational
Behavior and Performance, Alexandria, Egyptian
Universities House.
6-
Douclus , M., (2023). The Complete Book for
Training Theory , Principles and Techniques , Sant
Diego: University Associates .
7-
Abu
Hind,
Muhammad
Kamal,
(1994),
Administrative
Development,
Cairo,
Sadat
Academy Research Center for Administrative
Sciences.
8-
Mansour, Ahmed Mansour, (1986), The workforce
- planning its jobs and evaluating its performance,
Cairo, Gharib Library.
