UNIVERsm MALAYSIA SABAH
BORANG PENGESAHAN STATUS TESIS
lUDUL : INFLUENCE OF WORK-LIFE BALANCE AND TRAINING AND DEVELOPMENT ON EMPLOYEE PERFORMANCE: A STUDY IN SABAH FOREST INDUSTRIES
DAZAH : SARJANA PENGURUSAN SUMBER MANUSIA
SESI PENGAlIAN: 2009-2012
Saya, HARJIT RANlIT KUMAR, mengaku membenarkan tesis sarjana ini disimpan di Perpustakaan Universiti Malaysia Sabah dengan syarat-syarat kegunaan berikut:
1. Tesis adalah hak milik Universiti Malaysia Sabah. 2. Perpustakaan Universiti Malaysia Sabah dibenarkan membuat salinan tesis
ini untuk tujuan pengajian sahaja. 3. Perpustakaan Universiti Malaysia Sabah dibenarkan membuat salinan tesis
ini sebagai bahan pertukaran diantara Institusi Pengajian Tinggi. 4. TIDAK TERHAD.
Penulis: HARJIT RANJIT KUMAR Alamat: 629-12, Lot 3, LR 10,
Taman Indah Permai, Jalan Sepanggar, 88450 Kota Kinabalu, Sabah.
Tarikh: 23 Ogos 2012
Disahkan Oleh;
~~~. DATU RAZAU DATU HJ. ERANZA
UMS UNIVERSITI MALAYSIA SABAH
INFLUENCE OF WORK-LIFE BALANCE AND TRAINING AND DEVELOPMENT ON EMPLOYEE PERFORMANCE: A STUDY IN SABAH FOREST
INDUSTRIES
HARJIT RANJIT KUMAR
A DISSERTATION SUBMITTED IN PARTIAL FULFILLMENT FOR THE DEGREE OF MASTERS OF
HUMAN CAPITAL MANAGEMENT (MHCM)
SCHOOL OF BUSINESS AND ECONOMICS UNIVERSITI MALAYSIA SABAH
2012
o }UMS ~.......,.~,) S, R , \\ UNIVERSITI MALAYSIA SABAH
DECLARATION
I hereby declared that the materials in this dissertation originally expect for quotes,
excerpt, summaries, and references, which have been appropriately acknowledged.
28 August 2012
ii
HARJIT RANJIT KUMAR
PE20098823C
UMS UNIVERSITI MALAYSIA SABAH
ACKNOWLEDGEMENT
I am sincerely and grateful to my advisor Datu Razali Datu Eranza which show his
support towards me in my dissertation writing. I am sure it was impossible to
complete this project without her help. Besides that I would to thanks to Prof. Dr.
Roselina Ahmad Saufi, Oscar Dousin and Wijaya Kamal Bin Ramlan for providing
vital encouragement and support for teaching me in this project. Your priceless
technical advices have done the research better than before.
My sincere thanks to my friends Chiewlan, Jane, Sabki, Adeline, Alvin, Jessica,
Rrdaus, Erica, and every individual involved directly and indirect during the
completion of this research. Your help makes this research completed. I also want
to thank to Roslan Hj. A. Nunsi Human Resource Manager at Sabah Forest
Industries that given me clearance to conduct studies in the organization.
At last and foremost important I like to thank to my family especially my
father and sister who supported me from the start at the end of this dissertation.
Then finally, I also feel humble to the omnipresent God which answering my
prayers and giving me strength to finish this project, thank you so much Dear Lord.
Harjit Ranjit Kumar
28 August 2012
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NAME
MATRIC NO
TITLE
DEGREE
VIVA DATE
CERTIFICATION
HARJIT RAN1IT KUMAR
PE20098823C
INFLUENCE OF WORK-LIFE BALANCE AND TRAINING AND DEVELOPMENT ON EMPLOYEE PERFORMANCE: A STUDY IN SABAH FOREST INDUSTRIES
MASTER OF HUMAN CAPITAL MANAGEMENT
09 AUGUST 2012
DECLARED BY
1. SUPERVISOR Datu Razali Datu Eranza Signature
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ABSTRACT
Influence of Work-Life Balance and Training and Development on
Employee Performance: A Study in Sabah Forest Industries
The purpose of the study is to examine the relationship of work-life balance
between employee's performances. This study also aimed to study training and
development as a second independent variable, whether it has the impact on
employee performance in the organization. In this study, work-life balance is act as
the dependent variable whereas employee's performance acts as the independent
variable. The relationship between the dependent variable and independent
variables above are evaluated among Sabah Forest Industries workers. Hence,
questionnaire is required to prove this relationship. The study is focusing on to
influence of work-life among workers in Sabah Forest Industries. Questionnaires
are taken from Frone and Yardley (1996), Truitt (2011) and Lynch et al., (1999)
and were used to investigate the influence work-life balance on employee's
performance. A total of 400 questionnaires were distributed but only 108
questionnaires were answered. The data analysis was done by using IBM SPSS
(Statistical Package for Social Science). The results from studies indicate that work
life balance has no relationship to employee performance in Sabah Forest
Industries workers. The results of this study also shows that training and
development have high significant to the relationship on employee performance.
Nevertheless, the result has indicated that training and development are essential
in human capital development since it embraces of the success of the organization.
This will help the Sabah Forest Industries to enhance their training and
development of the employee to make sure that employees are more productive
from time to time. The study provides a baseline data for employee's performance
so that it can be improved and give more benefit to the organization.
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ABSTRAK
Tujuan kajian ini adalah untuk mengkaji hubungan antara imbangan kerja dan
hidup dan prestasi pekerja di mana latihan dan pembangunan berfungsi sebagai
pembolehubah yang kedua. Dalam kajian ini, imbangan kerja dan hidup berfungsi
sebagai pembolehubah yang dimalarkan dan prestasi pekerja berfungsi sebagai
pembolehubah yang tidak boleh dimalarkan. Pembolehubah ini dikaji pada pekerja
Sabah Forest Industries. Oleh itu soal selidik diper/ukan untuk mengkaji hubungan
ini. Kajian ini memberi focus kepada pengaruh kehidupan pekerja ke atas pekerja di
Sabah Forest Industries. Soal selidik ini dirujuk daripada Frone dan Yardley (1996),
Truitt (2011) dan Lynch et al., (1999). Rujukan ini bertujuan untuk mengkaji
pengaruh imbangan kehidupan pekerja ke atas prestasi pekerja. Sebanyak 400 soal
selidik diedarkan tetapi hanya 108 soal selidik dijawap. Analisa data dibuat dengan
menggunakan IBM SPSS (Statistical Package for Social Science). Hasil kajian
mendapati bahawa imbangan kehidupan pekerja tidak mempunyai hubungan
dengan prestasi pekerja di Sabah Forest Industries. Kajian juga menunjukkan
bahawa latihan dan pembangunan mempunyai impak yang amat besar ke atas .~ ~ cc
prestasi pekerja. Selain itu, Kajian juga menunjukkan bahawa latihan dan ~ z
pembangunan adalah per/u dalam pembangunan modal insan kerana ia ::;)
menentukan kejayaan sesuatu organisasi. Ini akan dapat membantu Sabah Forest
Industries untuk meningkatkan latihan dan pembangunan pekerja untuk
memastikan pekerja semakin produktif dari semasa ke semasa. Kajian ini juga
menyediakan petunjuk awal untuk prestasi pekerja supaya ia dapat dipertingkatkan
serta memberi lebih banyak kebaikan kepada organisasi.
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TABLE OF CONTENTS
Page
TITLE PAGE
DECLARATION ii
ACKNOWLEDGEMENT iii
SUPERVISOR'S DECLARATION iv
ABSTRACT v
ABSTRAK vi
TABLE OF CONTENTS vii
UST OF DIAGRAMS x
UST OF TABLES xi
UST OF ABBREVATION xiii
CHAPTER 1 INTRODUCTION
1.1 Overview 1
1.2 Problem Statement 4
1.3 Research Question 6
1.4 Objectives of the Study 6
1.S Scope of study 7
1.6 Significance of Study 7
1.7 Definition of Term Used 8
1.7.1 Work-Life Balance
1.7.2 Training and Development
1.7.3 Employee Performance
1.8 Information about Sabah Forest Industries 10
1.9 Organization of thesis 11
CHAPTER 2 LITERATURE REVIEW
2.1 Introduction 12
2.2 Work-Life Balance 12
2.3 Training and Development 18
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2.4 Employee Performance 21
2.5 The Relationship between Work-Life Balance and 24
Employee performance
2.6 The Relationship between Training and Development 29
and Employee Performance
2.7 Summary 31
CHAPTER 3 METHODOLOGY
3.1 Introduction 33
3.2 Research Framework 33
3.3 Definitions of Variables 35
3.3.1 Independent Variable
3.3.2 Dependable Variable
3.4 Research Hypotheses 36
3.5 Research Design 37
3.6 Unit of Analysis 38
3.7 Sampling Design 38
3.7.1 Location of Study and Population
3.7.2 Sampling Design and Sample Size
3.8 Instrument Design 39
3.8.1 Organization of Questionnaire
3.9 Data Collection Method 40
3.10 Reliability Test 41
3.11 Data Analysis 41
3.12 Summary 42
CHAPTER 4 RESULTS OF THE STUDY
4.1 Overview 43
4.2 Overview of Data Collected 43
4.3 Profile of Respondent 44
4.4 Reliability of Measure 49
4.5 Descriptive Analysis of Measure 50
4.6 Hypothesis Testing 51
Vlll UMS UNIVERSITI MALAYSIA SABAH
4.6.1 Multiple Linear Regressions
4.7 Summary of the Rndings 53
CHAPTERS DICUSSION AND CONCLUSION
5.1 Introduction 55
5.2 Discussions of overall results 55
5.2.1 Results of Correlation Analysis
5.2.2 Results of Hypothesis Testing
5.3 Implication of the study 60
5.4 Limitation of the study 62
5.5 Recommendation of the research 63
5.6 Conclusions of the study 66
REFERENCES 68
APPENDIX A - Questionnaire 85
APPENDIX B - SPSS Output 91
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LIST OF DIAGRAMS
Page
Diagram 3.1 Research Framework of the Study 34
Diagram 5.1 The Adjusted R2 value for the final model of "Influence 56
of Work-Life Balance and Training and Development on
Employee Performance"
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UST OF TABLES
Page
Table 3.1 The 5-point-Likert-Scale 40
Table 3.2 The statistical method for hypothesis testing 41
Table 4.1 The Gender of the Respondents 44
Table 4.2 The level of Management of the Respondents 44
Table 4.3 Department of the Respondents 45
Table 4.4 Job Status of the Respondents 45
Table 4.5 Years of working of the Respondents 46
Table 4.6 Age of the Respondents 46
Table 4.7 Education levels of the Respondents 47
Table 4.8 Liability or Number of Dependence of the Respondents 47
Table 4.9 Salary Received of the Respondents 48
Table 4.10 Marital status of the Respondents 48
Table 4.11 The Race of the Respondents 49
Table 4.12 The reliability of measure in each variable 49
Table 4.13 Descriptive Analysis of Measure of the Variables 50
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Table 4.14 Summary of Hypotheses 1 until 3 52
Table 4.15 Summary of Hypotheses 4 53
Table 5.1 Summary of Research Results for "Influence of Work-Life 57
Balance and Training and Development on Employee
Performance"
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LIST OF ABBREVATION
BILT Ballarpur Industries Ltd
CIPO Chartered Institute of Personnel Development
GCGL Graphic Communications Group Limited
HR Human Resource
HRM Human Resource Management
ITC Integrated Timber Complex
MOHR Ministry of Human Resources
NAORA National Database and Registration Authority
PTCL Pakistan Telecommunication Company Limited
SFI Sabah Forest Industries
SPSS Statistical Package for the Social Sciences
VIF Variation Inflation Factors
WLC Work-Life Conflict
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CHAPTER 1
INTRODUCTION
1.1 Overview
In today's society, the need to attract, motivate, develop and retain the best
employees is crucial to any organizations. So to ensure those employees to retain
and stay in the same organization, the organization needed to clarify its goals and
objectives, and ensure that their employees satisfied with their jobs. Recently,
many organizations have to acquire other companies to fill the talent gap to make
retention in Human Resource (HR) and business imperative (Parker and Wright,
2001). Work-life balance has become one of the important issues of the current
employment prospect in working environment today (People Management, 2002;
5). According to Guest (2001) work-life balance has been a concerned with the
research, especially in terms of quality of working life and its relation to quality of
life of an employee. Then this issue has been taken seriously by the employer who
by adopting temporally flexible working practices (Reeves, 2001). Subsequently,
this paper focusing on understanding in what way and how work-life balance can
influences employee performance through proper training and development of an
employee whom their working performance are below from standard of work-life
balance.
The work-life balance principle has become essential between employer and
employee from the workplace. The organization should truly understand what
employee's need and determine how to meet these needs and at the same time
managing talent of those employees to ensure the competitive advantage of
organizations are sustained in the market (SOCiety for Human Resource
Management, 2006).
UMS UNIVERSITI MALAYSIA SABAH
There are many researches on employee's performance where the research
is focusing on conflict in personal and work life of employees. This called work-life
conflict where the worker is unable to balance their responsibilities between work
and life, whereas any unsuitability and imbalance of work and life activities
(Kinnunen et al., 2006; Fritz and Sonnentag, 2006; Anwar and Shahzad, 2011).
Furthermore, organization's survival in the industry only be can be predicted based
on the performance of their employee human capital value. An effective human
resource practice is powerful, which fits the resource-based view concept of human
capital in the organization (Purcell et al., 2003; Paauwe, 2004). The Human
Resource (HR) practices is crucial for the survival of the organization since it will be
able to add value in human capital based on flexibility and development (Baptiste,
2008).
In understanding on how training and development work into better
employee performance, we see a study by Konrad (2006) in the United States
manufacturing firms shows that when an organization maximize high-performance
work systems ,employees more productive rather their competitors. This is shown
that if the employee has the power to take decisions related to their performance
and ability to utilizing information, skills and knowledge which they have, they will
become more productive and will be rewarded for their efforts. Based on a study
that conducted by Stavrou et al., (2004) training and development practices can be
the sources of competitive advantage, where it allowed employees to allocate their
skills and knowledge to perform well in the organization. In comparison, training
and development can be expensive for an organization to conduct but at the same
time it is important for them polish employees' ability to achieve best performance
in the long-run.
Human capital is defined as ''accumulated stock of skills, experiences, and
knowledge that resides in an organization s workforce and which has the capacity
to engender productive labour" (Nalbantian et al., 2004). Any business that has
goals not only to survive but also getting higher profit in this present day must
invest in on-going training and development to improve effectiveness in production
as well as to acquire the greatest profit in investment of human capital (Knoke and
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Kalleberg, 1994). Knoke and Kalleberg (1994) also stated that these measures are
important to ensure these employees who have been trained by the organization
stay with them and preventing competitors from persuading them away. According
to the Truitt (2011), training effectiveness seems unclear, but it is an essential part
of the employee - employer relationship. Even this statement is proved by Knoke
and Kalleberg (1994) which see organization training practices are based on many
samples of diverse employing organizations is almost absent.
Based on human capital theory of Becker (1985; 1991), Shaffer et a/.,
(2001) has concluded that the employee has the full potential to develop
themselves. So in this case the resources are time (behaviours) and energy
(physical and psychological) but in this theory, the individual must also prioritize of
non-work activities. When these resources are clashed between work and non
work, it might bring conflict to the family and consequently give negative impact on
worker's career. In human capital theory, it is difficult to maintain a balance work
and personal life. Once worker unable cope with work-life balance, they will
become stress and this causes them to rely on others for resources, as like in the
case of work and family issues (Greenhaus and Beutell, 1985). According to
research by Ministry of Human Resources (MOHR) in 2008, Malaysia's human
capital becomes worse. MOHR stated that more than 350,000 Malaysian workers
whom have tertiary education are working in other country. This shows that in
Malaysia itself have serious issue in recruiting skilful people. Consequently,
organization will have difficulties in finding qualified worker for their organization
since many Malaysian talented workers are working abroad (National Economic
Advisory Council).
Employee performance is important for business success and increasing
employee knowledge, and skills. The basis of employee performance is job security,
workload, absenteeism, retention and on-the-job training and off-the-job training
(Dibben and James, 2007; Dyer and Reeves, 1995).
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1.2 Problem Statement
In this study is made to investigate the issue regarding of performance among the
employee which has associated in human capital management issues in workplace.
In the world of high competitive edge in searching for the best talent, an
organization has to realize that in getting the right people who are capable to work
in their organization, they must make sure that these people are productive. If not,
these people will be lacked in performance to work in the organization.
Work-life balance also has major consequences on employee's attitude
towards their organization but also have some influence on worker's personal life
(Baptise, 2008). According to Tehrani et al., (2007) these concepts are crucial in
ensuring the needs of both employees and services and able to balance between
work and non-work for all employees. In reality, work-life balance has become
popular in contemporary debates since it involves the excessive demand of works,
where it focusing on major issues of working environment that needed to be
addressed (Guest, 2001). Then, based on study by Scholarios and Marks (2004),
they suggested that work-life balance might be important for management to have
a highly trained knowledge employees, such as technical profeSSionals, which
commitments on these types of workers are challenging for the employers
(Davenport, 1999). Based on study by Guest (2001) there are three principal issues
in work-life balance that can be identified. First, the concern on employee
development at work might see as the main problem of imbalance of between work
and life. Second, those individuals who have a personal life might have problem in
work-life balance. Lastly, those workers whom have personal life might bring
challenges in work-life balance as they might bring up a contemporary policy issue
in the workplace. In many ways, work-life balance has influence on all types of
working groups (Baptiste, 2008).
In the era of globalization and highly mobile environment, the issue of
giving rewards through money is not enough to motivate people. The organization
must look in other dimensions so that these people willing to perform work and
joining with organizations. Even though many studies has been done to answer to
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the questions related importance of job training, but according to Young (2008)
"training and development budget is often the first to go and the last to come
back'~ So the effect of training and development are long term process and if it has
been used wisely it can bring success to the business.
In this challenging global marketplace, which is categorized as a
technological advancement, the organization demands a more flexible and
competent employee who able to make organization more competitive than others
(Nikandrou et aI., 2008). Thus, training and development are important in ensuring
employees have the knowledge, skills and attitudes that are essential to achieve
organizational objectives and bring a competitive advantage to the organizations
(Peteraf, 1993).
To ensure success in the organization and the country's economy, training
and development of the employee become more recognizable in recent years
(Holden, 1997). Even in Europe, training and development of human capital are
one of the most challenging tasks in the organization (Stavrou et al., 2004). On the
contrary, Duffey (1988) argues that human can be the best source of competitive
advantage of nation, which makes an effort to serve the public and need to be
strategically effective from other nations. In addition, the strategic value of HR can
affect the suitable resources that managed to ensure performance of employees
can be improved (Pfeffer, 1994). In fact, the question still rose to the extent of
which organization actually able to exploit the key importance of their HR of the
organization. Consequently, report of the National Economic AdviSOry Council said
that the availability of expatriates in Malaysia has decreased 9.00% every year
since 2000. This means that the availability of the qualified workers is worsening in
Malaysia. The training and reskilling of a worker also become challenging since it
was estimated that as many 60.00% Malaysian have education only up to SPM level
or equivalent. This is relatively low since human capital theory said that the training
and development as well educations are a key factor to higher growth.
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1.3 Research Questions
The researcher would like to investigate the effect of work-life balance between
training and development on employee performance. Despite a reward towards
money and benefits, employee performance is still low. This research is aligning
with the research objectives as follows:
1. What is the relationship between work-life balance and employee
performance?
2. What is the relationship between work-life conflict and employee
performance?
3. What is the relationship between non work conflict and employee
performance?
4. What is the relationship between training and development and employee
performance?
1.4 Objectives of the Study
This study is aimed to examine the effect of work-life balance between training and
development on employee performance. This research is aimed to study work-life
balance, training and development, which have the impact on employee
performance in the organization. This study also trying to prove that the
unsystematic and improper organization structure can lead lower employee
performance, which leads to turnover of the employee. The main objectives of the
specific research objective are listed below;
1. To study the relationship between employee work-life balances has
influence in employee performance.
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2. To study the relationship between employee work-life conflicts has
influence in employee performance.
3. To study the relationship between employee non-work conflicts has
influence in employee performance.
4. To study the relationship between training and development towards
employee performance.
1.5 Scope of Study
The scope of study in this research is from employee of Sabah Forest Industries
(SFI) which headquarters in Sipitang Sabah. SFI is the major producer of paper and
pulp in South-East Asia. This study only includes work-life balance, training and
development on employee performance.
1.6 Significance of Study
This study is aim to establish and investigate whether there a relationship between
work-life balances through training and development on employee performance.
This study will help the organization in identifying and improving ways or
technique to increase employee performance. As a result, human-resource
professional and managers can make better incentives, best work-life balance and
promote training and development among the employee to ensure higher employee
performance can be established. Therefore, this study will help to answer some
questions regarding work-life issues. Thus, the results of the study will help the
organization to gain competitive advantage in managing worker issue in the
workplace.
This study will provide a better view of an employee's behaviour on
employee performance, in this scale of the industry may develop the framework to
promote in recruiting them in the vast scale.
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Therefore this study will provide the prime answers from the targets point
of view. The results will definitely help the industry players' better point of view and
help them to manage the workers' issues and especially the local issue effectively.
The conceptual framework is proposed in this study has not been applied to date
but hopes to add to the body and create new framework of research on employee
commitment.
1.7 Definition of Variables
1. 7.1 Work-life balance
According to Guest (2001) work-life balance is presents definitional and
understanding operational problems in terms of both policy and practice. This
"work" not only based on contractual hours of employment but also including
unpaid activity such as extended and unpredictable journey times and which is no
seamless divide between the areas of work and at home. After that ',/ife"has been
construed to imply ''family life" but according to the author are more in-depth
perspective, to include also free and leisure time and irrespective of family
commitments at home. Finally ''balance''is meant ''need to recognize that balance
can have both an objective and subjective meaning and measurement, that it will
val}' according to circumstances and that it will also val}' across individuals"(Guest,
2001).
According to (Martocchio, 2008) work-life balance is referring to paid time
off policies that compensate when employees are not working during their primary
work duties, providing the employees opportunities to integrate work and non-work
demands. Bratton and Gold (2003) define work-life balance as the need to ''balance
work and leisure/family activities'~ This leisure might also include such as a desire
to travel, involving in community activities and take care for elderly. The definition
used by the researcher is for this study is by Martocchio (2008).
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1. 7.2 Training and development
According to Wexley and Latham (1991: 3) training and development defines as 'a planned effort by an organization to facilitate the learning of job-related behavior
on the part of its employees'~ The purpose of training and development are to
change the skills, knowledge, or behaviours of employees. Based on research by
Chiaburu and Teklab (2005) training means that ''is the planned intervention that is
designed to enhance the determinants of individual job performance'~ According to
Stone (2005: 311-312) training and development are intended to increase
capability of employees to carry out existing jobs and likely for future jobs and
where necessary to modify their behaviour accordingly.
Training, according to Armstrong (2006: 575) ''is the use of systematic and
planned instruction activities to promote learning'~ Development based on research
by Noe et al., (2004), means learning that is not necessarily related to the
employee's current job but and increases their skills to move into jobs that likely
may that not exist yet. The definition used by the researcher is for training and
development in this study is by Stone (2005).
1.7.3 Employee performance
According to Babin and Boles (1996) employee performance defined as the
capability of employing to produce as compared to other employees of similar level
on numerous job-related behaviours and results. Employee performance also
means that the worker will achieve higher levels of individual and organizational
performance which involves quality, productive, innovation rate and cycle time of
performance from the employee itself (Bharadwaj, 200S).
Employee performance means that employee productivity and higher output
as a result of development of the employee who brings organization effectiveness
(Hameed and Waheed, 2011). So in this study the researcher will use the definition
by (Babin and Boles, 1996)
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1.8 Information about Sabah Forest Industries
Sabah Forest Industries (SFI) were established in June 1982, as whole by the state
government of Sabah as the part of the industrialization program in the state to
produce pulp and paper. Then the state government privatized with the Lion Group
of Malaysia in 1990's. Recently was acquired by Sallarpur Industries Ltd (SILT)
from Lion Group in last mid-March 2007 which makes largest pulp and paper
manufacturer that acquire by the Indian company. The acquirer of share involved
US $ 261 million (RM 944.5 million) which is 97.80% are owned by SLIT and 2.20%
are owned by the state government of Sabah.
As such SLIT are the member of Avantha Group which has USD 5.00 billion
transnational many of companies like involved in engineering, power, IT, food,
pulp, paper and timber amongst others. The headquarters of Avantha's is located
Delhi and employed more than 20,000 workers in 10 countries. SFI has three
divisions which are Pulp and Paper, Plantations and Integrated Timber Complex
(ITe) consisting of a sawmill and plymill. The objectives, vision, and mission of SFI
are followed based on SLIT principles as follows;
i. BIl rs Vision - Our aspiration is to become a leading creator of Shareholder
Value in the Paper Industry. To achieve this, we will use the ENERGY of our
people, develop and implement leading edge technologies and draw on both
to deliver effective world-class solutions to our customer.
ii. BIl T'S mission - To conSistently outperform expectations and deliver
superior value to both our Customers and Stakeholders. To achieve this, we
will energize our people, with a positive culture that rewards innovation,
breeds initiatives and encourages intelligent risk taking.
iii. BIl T' objectives
1. To diversify the state's economic and technological base.
2. To make the nation self reliant on its basic needs have paper.
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