Banking employees' perceptions of training programs and job satisfaction.

Abstract

A Likert-style questionnaire containing 118 items identified in the areas of employee improvement; promotional climate; interpersonal relations; and, quality, achievement and contribution, was distributed to 140 banking employees below the level of Vice-President. The questionnaire gathered data concerning the employees' perceptions of training programs and job satisfaction as the identified item was being currently offered by the company, as the item should be offered by the company, and as the item contributed to job satisfaction.

The study was conducted to determine: (1) the degree of the provision of company training; (2) the degree of the provision of company training through specific delivery systems; (3) the degree of the provision of company training administered from employee preferences; (4) the degree the promotional climate within the company influenced the employees' perception of the possibility of promotion; (5) the degree the climate for interpersonal relationships within the company were positive; (6) the degree employees' perceptions were important indications of job satisfaction; (7) the degree the company influenced the quality and achievement of employee performance; (8) the degree monetary compensation practices of the company served as positive reward to the employee; and, (9) the degree intangible compensation practices of the company served as a positive reward to the company.

The analyses of the data using descriptive statistics revealed the training currently provided by the banking industry was concentrated in the area of orientation and management training. The employee perceived this training as valuable to his/her job satisfaction, although more input from the employee concerning programs offered, scheduling, and availability was desired. The employee perceived a need for expansion of the training programs especially for the older employee not involved in a management training program. Since the level of monetary compensation was not perceived by the employee as a reason to remain with the company, other types of compensation to retain experienced employees was also indicated in the conclusion of the study.