Running head: EMPLOYEES' PERCEPTION OF ...

Running head: EMPLOYEES’ PERCEPTION OF EMPLOYER TRAINING

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Employees’ Perception of Employer Training and Development Methods and Job Satisfaction in a Call Center Environment: A Correlation Study Sharon Golden Keiser University Dr. Larry Pace December 20, 2014 EDR 810: Qualitative Research

Can be used for educational purposes only

EMPLOYEES’ PERCEPTION OF EMPLOYER TRAINING

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Abstract It is imperative that organizations stay competitive in their market and in order to attain this goal organizations must provide employees with current and effective training (Jehanzeb & Bashir, 2012). An organization’s training and development program not only affects their competitive edge but can also affect employee job satisfaction (Jehanzeb & Bashir, 2012). This study seeks to discover any correlations between employees’ perception of employer training and development methods and job satisfaction while controlling the factor of gender (Truitt, 2011). Discovering if correlations exist between employees’ perception of employer training and development methods and job satisfaction and any correlations related to gender will give organizations insight on their training and development methods effectiveness and whether or not training should be updated to meet employees’ needs.



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Introduction Employers need to take into account employee job satisfaction and what relationship it has to the organizations training and development methods. Employers spend a large amount of money on training employees and if the training is not as effective as it could be then organizational resources are wasted (Jehanzeb & Bashir, 2012). The design of training and development programs has an empirical impact on their effectiveness (Truitt, 2011). Previous research studies show a correlation between the effect of training and development on employee attitude (Truitt, 2011). LITERATURE REVIEW

One study by Debra L. Truitt shows a correlation between the effect of training and development on employee attitude as it relates to training and work proficiency (Truitt, 2011). A sample of 237 full-time salaried and hourly employees from an educational institution that were selected from 3 different businesses and 3 different states were found to have positive training experiences and attitudes that correlated with their job proficiency (Truitt, 2011). The study yielded the following results: “86.8% of those who had updated training had the most positive attitudes toward training (γ = .293, p < .05). Furthermore, 80% of those who had negative training attitudes also had negative views on their proficiency (γ = .465, p < .000)” (Truitt, 2011). Successful employer training and development methods, as stated earlier, affect employee job satisfaction, which in turn affect the organizations success as a whole. Another study by Raymond R. Stringham and Matt Cotter state that in 2009 Dimension Data conducted a study that resulted in the discovery that one top reason for low first call resolution in a call center is unacceptable agent abilities (Stringham & Cotter, 2012). They also noted that 50 percent of



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customer call backs are driven by employer process or employee training issues (Stringham & Cotter, 2012). Previous research studies also show a correlation between the effect of training and development on employee attitude (Truitt, 2011). One such study by Debra L. Truitt shows a correlation between the effect of training and development on employee attitude as it relates to training and work proficiency (Truitt, 2011). A sample of 237 full-time salaried and hourly employees from an educational institution that were selected from 3 different businesses and 3 different states were found to have positive training experiences and attitudes that correlated with their job proficiency (Truitt, 2011). The study yielded the following results: “86.8% of those who had updated training had the most positive attitudes toward training (γ = .293, p < .05). Furthermore, 80% of those who had negative training attitudes also had negative views on their proficiency (γ = .465, p < .000)” (Truitt, 2011). A bivariate correlation statistical procedure will be used to obtain data results. A bivariate correlation statistical procedure allows the researcher to discover if one measurement variable is associated with another (Huck, 2012). It also allows the researcher to measure the strength of the association, and describe the relationship of the variables through an equation that can predict unknown values (Huck, 2012). The overarching question this study seeks to answer is: What are employees’ perceptions of employer training and development methods and job satisfaction in a call center environment? The sub-question is: 1. How do employees’ perceptions of employer training and development methods relate to job satisfaction for employees in a call center environment, when controlling the factor of gender?



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The predictor for this study is the independent variable: Gender. The criterion are the dependent variables: Employees’ perceptions of employer training and development methods and employee job satisfaction. Methods The purpose of this empirical study is to explore the relationship of gender with employees’ perception of employer training and development methods and job satisfaction in a call center environment and discover any correlations between employees’ perception of employer training and development methods and job satisfaction (Truitt, 2011). To obtain the data necessary for the study an electronic survey will be distributed to potential participants. The survey will require participants to select their gender, male or female. The survey also requires participants to rate their perception of employer training and development methods and job satisfaction. The employer training and development methods consist of the following ratings: 1 = Poor, 2 = Needs Improvement, 3 = Satisfactory, and 4 = Excellent. The job satisfaction ratings consist of the following ratings: Poor (1), Fair (2), Satisfactory (3), Good (4), and Excellent (5). The quantitative analysis of the data collected includes descriptive, internal consistency, and statistical analysis using T-tests for gender differences (Huck, 2012). A separate T-test will be conducted for each of the two dependent variables. Independent T-tests will help sort the data collected into the two groups of escalated calls and non-escalated calls. The Independent T-test will show if there is a correlation or lack of correlation between employees’ perceptions of employer training and development methods and employee job satisfaction by allowing the comparison of the means of the data collected (Pace, 2012). The test will also break data down by gender. Participants



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A purposeful selection of a typical sample will be conducted (Merriam, 2009). The demographics of the participants involved in the study are customer service call center representatives from 3 different call center businesses in the Melbourne, Florida area. Participants for the study will consist of 90 customer service call center representatives of which 30 participants will be selected from each of the 3 different call centers. Participants from each call center will include 15 male and 15 female participants. The call centers selected support various major businesses that provide customers with various services and/or goods. The call centers will remain anonymous and be labeled as Call Center A, B, and C respectively. Procedures Surveys will be distributed to the selected group of employees, (customer services representatives), in all three call centers. Participants will be asked to voluntarily participate in the survey (Truitt, 2011). Completed surveys will be randomly selected based on the following criteria: The random selection will include 15 male and 15 female completed participant surveys from each call center. The survey consists of three items combining ordinal and dichotomous data to get raw scores (Huck, 2012). The first two dependent variables (items) consist of a five-point Likert-type scale with the following range: Poor (1), Fair (2), Satisfactory (3), Good (4), and Excellent (5) will be used to rate the following: The perceptions of the 90 participants on employer training and development methods, and employee job satisfaction (Mori, 2007). A total score for each participant for items one and two is obtained by summing the number of the range selected for each item. Possible individual scores range from 1 to 5 for each item. Possible combined scores for all participants range from 90 to 450 for each item. The third independent variable (item)



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consists of a dichotomous variable that was created to gather data on gender, which consists of male = 1 and female = 0 (Huck, 2012). Possible individual scores range from 0 to 1. Results To determine if the data collected produced meaningful results a bivariate analysis will be performed and employees’ perceptions of employer training and development methods and employee job satisfaction will be examined based on employee gender (Huck, 2012). This will be done by combining ordinal and dichotomous data to get raw scores. Data is more accurate, easier to measure, and easier to understand by the reader when it is converted to a raw score (Huck, 2012). T-tests were conducted for gender differences (Huck, 2012). T-tests will help sort the data collected into the two gender groups of male and female. The Independent T-test shows a correlation between employees’ perceptions of employer training and development methods and employee job satisfaction by comparing the means of data collected (Pace, 2012). (Appendix A) Discussion There are no bias or assumptions associated with this study. The limitations of the study relate to sample size and geographical area. The study gathers data from only three call centers within the same geographical area. A study that includes more call centers from several geographical locations may conclude more concrete results. Another limitation of the study is that other factors besides employees’ perceptions of employer training and development methods could relate to whether or not employees are satisfied with their job. Conclusions that can be made from the results of the proposed study are that there is/is not a correlation between employees’ perceptions of employer training and development methods and employee job satisfaction and that there is/is not a difference between male and female employee perceptions



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of employer training and development methods and employee job satisfaction. The purpose of this study is to explore the perceptions of male and female employees of employer training and development methods and job satisfaction and discover any correlations between the variables. The practical significance or importance of the anticipated results are to discover if male and female employees have different perceptions of employer training and development methods and employee job satisfaction and if there is a correlation between employees’ perceptions of employer training and development methods and employee job satisfaction. The results of the study may promote further research on the perceptions of gender differences related to employer training and development methods, gender differences related to job satisfaction, and the exploration of job satisfaction being tied to employer training and development methods.



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References Huck, S., W. (2012). Reading statistics and research (6th ed). Boston, MA: Pearson Education, Inc. Jehanzeb , K., & Bashir, N., A. (2012). Training and development program and its benefits to employees and organizations: a conceptual study. Far East Journal of Psychology and Business, 9( 2). Retrieved from http://www.fareastjournals.com/files/FEJPBV9N2P5.pdf Merriam, S., B. (2009). Qualitative research. A guide to design and implementation (2nd ed) San Francisco, CA: Jossey-Bass. Mori, K (2007). A correlation analysis concerning customer satisfaction and business system. International Society for the Systems Sciences. Retrieved from http://journals.isss.org/index.php/proceedings51st/article/viewFile/503/217 Pace, L., A. (2012). Point-and-click! A guide to SPSS for windows (5th ed). Anderson, SC:Two Paces Stringham, R., R. & Cotter, M. (2012). Best practices for improving first-contact resolution in the contact center. ORACLE RIGHTNOW CX Cloud Service. Retrieved from http://www.oracle.com/us/products/applications/improving-contact-resolution1599286.pdf Truitt, D. (2011). The effect of training and development on employee attitude as it relates to training and work proficiency. SAGE Journals. Doi: 10.1177/2158244011433338. Retrieved from http://sgo.sagepub.com/content/1/3/2158244011433338
