Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. 48also needs to fined out how this training given to an employee or worker returns to the institution he belongs.This research will find out the main variable arias from on the job training and its effect upon theperformance of the telecom industry.
Employers are also facing difficulties inattracting and keeping skilled employees, mostly on the high paying position needing various training afterhigh school degrees but having less education than bachelor’s degree (Holzer & Lerman, 2009). The result may be utilized in theareas where an organization has low competent employees also the result may also be used by the managersto identify the main effecting variables, which are helpful for the performance of the organization.
Employersmust also fill the positions left vacant after the retirement of a senior worker with another worker (Dohm,2000). It will givethe manager an idea how and how much investment should be used to train the employees and get a valuablereturn on their training investment.2. This phenomenon also increases and maintains the firm productivity due to skilled and happyworkers.
It discusses theimportance of training and its output, which is very necessary for individual performance and over allorganizational performance.
Literature ReviewNow days, there is a rapid and continuous development in the areas of technology and innovation, and eachorganization is facing the ultimate need for its employees training and development to accept and face themodern challenges of competitive world. These issues have only the solution to invest in keeping skilled workers, which result and plan anote worthy job advancement (Dohm and Shniper, 2007).
In this research study, various variables, which are the outcome of Training,have been taken into account.
Training is a need of low skilled employees fortheir job growth, which is directly related to their financial outcome (Holzer & Martinson, 2005). Further, more the relationship of all those variables with the over allorganizational performance has been studied. Organizationhires new employees, who are not competent in their job and train them to perform better and better.Organizations also contain such employees who are senior in their jobs but could not fulfill the need ofmodern technology so organization gives them training on the various problematic areas to them.
Oneresearch that is more recent also supports this concept (Macguire, Freely, Clymer, & Conway, 2009). A structural model has been developed according to the resultsand relationship of these variables.
Thedeveloping process of employees’ skills in order to improve the performance is called training (Swanson,1999).

Thereare some other researches, which also support the original concept of training linking with wage growth(Lynch, 1992). The research will add a significant figure to the performance oforganization and will raise the importance and value of training in organizations.
Senior workers of an organization can have a strong positive impact on training (Jong, Leenders andThijssen, 1999).
Usually training adds directly to the human resource development and performance of theorganization. This increase in importance resultsan increase in the companies training investment to improve the employee abilities and skills (Lev, 2001).The main goal of these training investments is to enhance the performance of employee by enhancing theorganizational work skills.
IntroductionMost of the employees come to organizations having an academic degree but no knowledge and skills aboutthe job. Organization needs to analyze the job performance, find out the problematic areas, and thentrain the respective employees with the special training programs. Some researches were also made to evaluate its organizational level returnsystematically (Dearden, Reed, and Reenen, 2006; Zwick, 2006). Human resource development focuses onthe training to solve organizational issues and develop technical knowledge, interpersonal skills, socialdealing and other skills set of its employees (Kuchinke, 1996). Due to this situation, these workersneeds further training to face their workplace in a well and easy way and perform better; and for this purposetraining is planned to give them a specific knowledge and skills about their jobs (Fitzgerald, 1992). On the job training are commonly used foreducating the employees of organization at all level.
Some timeolder employees also need training in addition to their previous job skills because the new technology bringsnew jobs and responsibilities; and they need to get familiar with that. The aim of this training is get aware the employees withnew practices or promote the sills of the workers related to a specific job. Training is not an easy way as it seemsbut it requires a huge investment of money in human capital.
This type of training is usuallydone under established standards (Vaught, Hoy and Buchana, 1985). In other words if the training increases the job related abilities, it should increase the jobperformance of individual (Salas, Cannon-Bowers, Rhodenizer, and C. It has many advantages like creatingcompetitive return for a firm, innovations, chances of learning about new technologies, improving anddeveloping employee skills and hence increases the firm over all performance (Salas & Cannon-Bowers,2001).

Both of the methods are applied to the employees in order to learn technical andmanagerial skills. We are trying to findout the actual result whether the training increases individual performance or not on individual level.
These days most of the firms in the developing countries are adapting newtechnologies and new jobs for various purposes like competition etc.
Skills needed to problem solving and interpersonal are mostly obtained effectively andefficiently by the employees through Off Job training (VanWart, Cayer and Cork, 1993). They have pointed out that new skillsand knowledge is necessary for the maintenance of their firms. In summary, trainingis planned to develop and promote the skills and knowledge of the present job of employees (Fitzgerald,1992).
Therefore, they are continuously investingmoney in the human capital and their bosses are trying to understand the basics of this investment andremain competitive in the market. Some organization start to train their employees when they recruit themformally like schooling and simultaneously keep them update either through on-the-job training or out sidethe job training (Carneiro and Heckman, 2003).
Due tothis technological transition of modern age, organization not only invests money in new and modernmachinery but also invest a lot in human capital through training, to get aware them with job specific skillsfor the risen of worker’s productivity. We are trying to model not only the relationship of trainingand organizational performance but also found out the rate of training investment linking with firmperformance for the first time in telecom sector in Pakistan.Highly educated employees demand high salaries and other incentives, which may be an extra burden overthe economy of the organization. There are two main types of strategies, according to the first one;employers select low-wage low-cost strategy to be in completion.
Most of the employees left the organization due to no motivation, promotionor due to incompetence to work, mostly those having weak background. To develop the status of theemployees and organization, managers provide training and development to the employees, which in turncreate the issues of Return on Investments. Senior managers need to show the return on their traininginvestment to the upper management.
Competitive economic pressures are causing intense scrutiny of allexpenditures, including all training and development costs.

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