1. THE EFFECTIVENESS OF TRAINING
IN THE PUBLIC SERVICE
AmericanJournalofScientificResearch
ISSN1450-223XIssue6,2009
MILA WULANSARI Prof Syamsir Abduh
1263620031 Human Resources Management
Batch 6 in Hospitality & Tourism
SCORE
87

2. CONTENT
INTRODUCTION
LITERATURE REVIEW
METHODOLOGY
FINDING AND DISCUSSION
CONCLUSION

3. INTRODUCTION
 In Malaysia, the goverment policy is to provide a minimum of
seven training days per year for every employee as cited in the
Public Service Department Service Circular 2005, which
happens that training and development taking place as an event.
 The goverment has spent enermous of amount of money in
order to achieve a knowledge-based work force and knowledge
economy in tangent with the country vision in 2020.
 However presently many grievances and complaints have been
directed towards sector employees for their ineffectiveness and
ineffeciency.
 Complaint on public sector employees in 2007 was 5.347 cases
and in 2008 became 7149 cases ( Increase 33.7%)
 In order for a training and development system to be value to an
organization, it must be elevated to a high status and it must
measures its effectiveness.

4. LITERATURE
REVIEW
Factors that can influence the effectiveness of training and
development :
 Reaction
 Learning
 Behaviors
 Result
 ROI
 Transfer of Training
 Others Factors Affective Training Effectiveness
(Kirkpatrick 1998)

5. LITERATURE
REVIEW
 Brinkerhoff, 2005
 Organizations can no longer afford to provide training that has
not been evaluated for its contribution to the organization’s
strategic goals and mission and its effectiveness and use on
the job to achieve goals those goals.
 Noe & Schmitt, 1986
 Effeciveness goes to to the heart of what training and
development are all about organization : giving employee the
knowledge and skills they need to perform their jobs
effectively.

6. LITERATURE
REVIEW
Factors that can influence the effectiveness of training and
development :
 Reaction
 Learning
 Behaviors
 Result
 ROI
 Transfer of Training
 Others Factors Affective Training Effectiveness
(Kirkpatrick 1998)

7. METHODELOGY
The Aim
Examine the effectiveness of training and development in the
public sector using training evaluation framework and transfer
of training elements.
120 questionnaires to various Ministries and departments in the
Federal Territories of Kualalumpur and Putrajaya with 50%
Response Rate.
Research Approach
 Quantitative method
 Survey by using questionnaire
 Open Ended Question
 Data were analyzed through Statistical Package for Social
Science (SPSS)

8. FINDING AND
DISCUSSION
Reaction Level of Evaluation
78.3% agree that the enjoy the course attended.
78.4% agree that the objectives of training 76program have been fully achieved.
78.3% responded that their training program is relevant to their job.
81.7% reported that the training is important to their job.
76.6% agree that they learn what they need and got some new ideas.
Majority of respondents (80%) agree that overall rating for training porgram is good.
Learning Level of Evaluation
Only 8.3% having high level of knowledge and skill before attending the program.
However most of responded 73.4% having high level of knowledge and skill after completing
trainng program.
Behavioral Change Level of Evaluation
Majority of the respondent 81.7% agree that they acquired information and knowledge that is
new to them.

9. FINDING AND
DISCUSSION
Results Level of Level Evaluation
Most of the respondents 71.6% think the ideas and information will improve their effectiveness
and results.
66.7% respondents view on the job performance will improve after attending the training
program.
ReturnOn Investment
75% respondents agree that the training program will help them to contribute significantly to
their organization’s bottom line.
Transfer ofTraining
73.3% respondents agree that the were encourageg to reinfornce the application of new skill
on the job.
Factors Influencing the Effectiveness of Training
Categorized into for groups of attitudinal, training practice, job related and top management.
Attitudinal problem is the finding revealed most of the respondents suggest that there exist
negative groups who resist and do not support the effectiveness of training programs.
In training practice category the findings revealed that budget is constraint, lack of feedback
after training, training needs analysis were not performed, inappropriate selection of trainer
and lack of planning for training.
In job-related category, the findings revealed that most of the time other works clashes with
training allocated time, work load, wherby the employees too busy with some others tasks, too
many procedure and bureaucracy and time constraints does not permits them to attend
training program.

10. In Top Management, commitment and support category, the findings revealed that there is no
guidance and follow up from top management, leadership problem and lack of support as well
from fellow colleagues. There is no commitment from others to implement new knowledge and
skill on the job. And there is no direct involvement of the supervisor in selecting the
participants, no clear attempts at evaluating training results.
FINDING AND
DISCUSSION

11. CONCLUSION
The findings revealed that on the use of a five level evaluation
model for employee training program :
a. Level 1
Most of respondent were satisfied with training programs.
b. Level 2
Majority of the respondents learned the skills taught.
c. Level 3
The respondent used the new skills on the job.
d. Level 4
Training programs was productive and cost effective that is to measure change in
the result of the organization to ensure the progress made at organizational level.
e. Level 5
Training program will help to them to contribute significantly to their organization’s
bottom line and improve the effectiveness of training.

12. CONCLUSION
Contribution of Study
1. Facilitate in adding knowledge to existing literature related
with effectiveness of training and develpoment.
2. Provide information to the public’s sector training institution
about employee’s perception on training and development.
(assist management decision).
3. Contribute to the policy maker since the information gathered
to justify the return on investment aspect which related to KPI
for every civil service employees to achieve.

13. CONCLUSION
Implication of Research Findings
To enhance on-the-job performance in order to achieve
KPI, management might start from employee’s support system
from the aspect of evaluation and transfer of training elements, as
lack of support and cooperation from the management and co-
workers are the most cited reason for ineffectiveness of transfer
training.
Limitation and Recommendation for Future Research
In the future, in-depth analysis of the performance and promotion
trend of civil service employees could be made to understand how
their training and development help their career development and
growth.