RESEARCH PROPOSAL

THE EFFECTIVENESS OF TRAINNING PROGRAMMES

IN DEPARTMENT OF MUSEUMS MALAYSIA
(SUPPORT STAFF)

PETERSON AUGUSTINE JADAN

JM41146

Background of the problem

Training is a part of the human resource development, along with the
other human resources activities, such as recruitment, selection and
compensation. Any organization that wants to succeed and to
continue to succeed has to maintain workforce consisting of people
who are willing to learn and develop continuously.
According to J. Conger & K. Xin (2000), training is an essential part of
the organization since technology develops continuously at a faster
rate. Systems and practices get out-dated soon due to new
discoveries in technology. These include technical, managerial and
behavioural aspects.

According to J. Conger & K. Xin (2000), training is an essential part of

the organization since technology develops continuously at a faster
rate. Systems and practices get out-dated soon due to new
discoveries in technology. These include technical, managerial and
behavioural aspects.
Training effectiveness refers to the benefits that the company and the
trainee receive from training. Benefits for trainees may include
learning new skill or behaviour. Benefits for the company may include
increased sales and more satisfied customers. However, according to
Prasad (2005), it is very difficult to measure the effectiveness of
training and development because of its abstract nature and long term
impact on trainees and the organisation.
According to Kirkpatrick (1998), the evaluation of training
effectiveness was strategically designed to tap four levels of training
effectiveness: reaction, learning, behaviour and result accruing due to
the program.

Statement of problem
Department of Museums Malaysia (JMM), has a Human Capital
Development Unit that carries the mission to enhance the
effectiveness of employees in their current jobs and to prepare them
for future responsibilities in line with their career development. It aims
to provide the latest innovations in management style, skill and
techniques.
Over the years, JMM has been allocating huge sums of money in its
budgetary allocation toward training of support staff to build the
capacity of staff to perform their job functions effectively.

Objectives
In light of the above background, the aim of the study is to evaluate the
effectiveness of training in JMM by Kirkpatricks Model. The specific goals
included are as follows: To determine the influence of reaction on training effectiveness on support
staff in JMM.
To determine the influence of learning on training effectiveness on support
staff in JMM.
To determine the influence of behavioural outcomes on training
effectiveness on support staff in JMM.

Significant of research
The need for improvement and expansion in the job.
High investment in and allocation of resources to training.
This study is significant to Human Resource Department
professionals who plan, design and develop training programs
for their employees and would be a feedback on their training
programs.
Kirkpatricks Level of Evaluation.
The study results will help the department to identify the
challenges effects of employees training on organisational
performance, hence determine the areas where improvements
through training can be done.

Assumptions
The main assumption of this study is that the effectiveness of training is
strongly influenced by the reaction factor, learning factor, behavioural
related factor and result factor. Besides that, the researcher also
assumed that the available instruments are appropriate and applicable to
this this study to examine the effectiveness of training.

Limitations
This study only consists of employees in Head Quarters of
JMM.
The effectiveness of training was not measured through one
particular type of training programme.
This study is oriented to support staff in JMM only.

Definitions of terms
Training refers to the methods used to give new or present employees
the skill that they need to perform their job.
Training effectiveness is an indication that (the) training efforts are
making a visible difference and a positive impact in those areas of
application after the training is completed.
Training evaluation refers to the process by which you can determine if
you have met those objectives and whether there is a better and cheaper
way in which to do so in the future. The evaluation process should be
based on relevant data and conducted in a planned and logical way.
Support staff refers to assistant curator (S27/S32), assistant museum
(S17) and clerks (N17) in JMM.

REVIEW OF LITERATURE
Concept of Training Effectiveness
Goldstein & Ford (2002); Noe, (2002) defined training evaluation as
the systematic process of collecting data to determine if training is
effective. According to Bramley (1994), measuring the effectiveness of
a training programme at the reaction level and or the levels of skills
learned or knowledge gained are the most common approaches.
Performing the duties properly cannot be achieved, unless they enjoy
a set of capabilities which can be obtained by learning and training
(Prakash, et al, 2010).
Srivatsa (2001) explained that the effectiveness of the training was
measured in terms of various outcomes such as satisfaction level;
reaction and feedback of participants and change in performance and
behaviour. Another study by Joseph Kennedy (2009) who had made a
research on the impact of training and development on job
performance, recommends that the frequency of training provided
should be improved to ensure that more employees have access to
training and development.

Theories/Modules

Concepts of Independent Variables

Reaction
Learning
Behavioural change
Results/Organisational performance

Review of previous research linking IVs-DVs and hypotheses

The effect of reaction and behaviour on training effectiveness
Srivastava (2001)
The effect of learning on training effectiveness Ogunu (2002)
The effect of behaviour (training transfer) on training
effectiveness Selvam, M.;Panchalan, R.(2003)

Summary
This study has examined the factors including reaction, learning,
behaviour and results which influence the training effectiveness.
These factors call for special attention from the researchers to
determine the relationship between these factors on the training
effectiveness.

METHODOLOGY
Design of study
This study is a descriptive correlation study because it investigates the
relationship between four independent variables which are reaction,
learning, behaviour and result and the dependent variable (training
effectiveness).

Research framework

Independant Variables
Reaction
Dependant Variable
Learning
Behaviour
Result

Training
Effectiveness

Measurement and instrument

The method employed in this study was descriptive- survey. The study
aims at focusing on the nature of the training courses and their impact
on the improvement of employees performance. The questionnaires
were designed on the bases of Likert (5) scales.

Pre-testing of instrument
In this study, a total of 25 employees from different units in JMM were
selected to do pre-test. The respondents were the support group staffs
who join JMM since the last three years. The questionnaire will be
distributed by hand and a short briefing about the purposes of the study
will be given to them.

Population and Sampling

The target population in this study will be support group staff in
headquarters of JMM. The sample size of this study will be determined
using Greens (1991) formula. The minimum number of sample size
should be 90 based on Greens formula: N>50+8m. To avoid errors,
the total sample size is 100 for this study. The respondents are
selected randomly in JMM to voluntarily participate in this research.
The respondents are chosen based on the following criteria:
All respondents are support staffs.
All respondents are aged between 25 45 years old.
All respondents have at least three year of working experience.

Data collection
In this research, the data will be collected through the self-administered
questionnaire. Below are the steps that will be taken to gather the data:
A letter will be sent to the Director General of JMM that the selected staffs have
been identified as the population for the research. Consequently, requesting
permission to collect data from the relevant academician.
Upon receiving consent from the Director General of JMM, the researcher will
request from the Human Resource Department a list of staffs under support
group scheme. The sample will be selected through a systematic random
sampling.
A coordinator from the Human Resource Department in headquarters of JMM
will be appointed to coordinate the distribution and collection of the
questionnaire, within one two weeks duration.
The duly completed questionnaire will be collected from the appointed
coordinator after the stipulated deadline.
In the event, the response rate is not up to the expected number, various other
methods will be used to gather the data.

Data analysis
After completing the data collection, the data will be coded and analyse
using the relevant statistical analysis according to the research
objectives as follows:
Objectives

Statistical Tools

To determine the factor of reaction on Pearson product

coefficient
training effectiveness on support staff in

moment

JMM.
To determine the factor of learning on Multiple regression analysis
training effectiveness on support staff in
JMM.
To determine the factor of behavioural Multiple regression analysis
outcomes

on

training

support staff in JMM.

effectiveness

on

correlation