INTRODUCTION
The urgency and reasons to choose the topic
Organizations today face heightened competition due to shifts in the global, technological, political, and economic landscapes, prompting a focus on employee training to enhance performance and prepare for growth (Evans, Pucik & Barsoux, 2002) The past decade has witnessed significant knowledge growth in the business community, driven not only by technological advancements but also by dedicated efforts to develop human resources Consequently, it is essential for organizations to prioritize employee training and development as a critical strategy for improving performance Employees represent a vital asset, and optimizing their contributions toward the company's goals is crucial for maintaining effective performance (Afshan, Sonia, Kamran & Nasir, 2012).
646), this requires managers to ensure that sufficient staff with technical and social skills and career development skills are provided to professional departments or management positions
Human resources are crucial for organizations as they represent a key source of competitive advantage, with employees serving as the intellectual property of the enterprise (Houger 2006) To enhance this intellectual capital, effective training and capacity-building are essential Organizations must strategically design their human resource management to align with their structure, enabling them to meet their goals and objectives Additionally, supporting employees in skill acquisition and fostering commitment is vital for overall success.
Samsung Display Vietnam (SDV) is a foreign-invested company dedicated to fostering five core values: People, Excellence, Change, Integrity, and Co-Properity Among these, the value of PEOPLE is prioritized above all, reflecting SDV's commitment to investing in and nurturing its workforce.
SDV prioritizes comprehensive welfare regimes for employees by investing significantly in domestic and international training programs that enhance public knowledge and technical skills As the company advances in machine technology and automation, the demand for highly specialized human resources, particularly in the quality department responsible for managing and assuring the quality of materials and products, has surged To meet these increasing demands, SDV's administration is committed to implementing targeted training programs aimed at improving professional qualifications and specialized skills, ultimately boosting employee productivity and fostering sustainable career development.
The master's thesis titled "The Effectiveness of Training Activities in Improving Employees' Performance at Samsung Display Vietnam's Quality Department" explores the significant role of training programs in enhancing employee performance By examining the relationship between training initiatives and performance outcomes, the study aims to highlight the positive effects that well-structured training can have on workforce efficiency and productivity within the organization.
SDV's training programs focus on enhancing the performance of quality department staff, aiming to boost overall employee efficiency By analyzing current training activities, we can identify solutions that will specifically improve the effectiveness of Samsung Display Vietnam's quality department employees Implementing these solutions will lead to a more skilled workforce and better operational outcomes.
Research objectives
The main objective of this study is to identify the effects of training activities on the performance of Quality department staff at SDV.
Research questions
To achieve the research goals set out The study poses 04 research questions of the specific topic as follows:
What training programs are there for SDV’s Quality department staff?
What factors of training activities affect the performance of SDV's Quality department staff?
What is the impact of training activities on SDV Quality department staff's performance?
Research subject and scope
The research object of the topic is the impact of training activities on the performance of Quality department staff at Samsung Display Vietnam
Space scope: Research was conducted within the Quality department staff at Samsung Display Vietnam
Time scope: Secondary data of the study collected over a period of 3 recent years (from 2017 to 2019)
LITERATURE REVIEW
Concept and Definition
Training is a learning experience aimed at achieving lasting improvements in an individual's work performance, as defined by Decenzo & Robbins (2000) It should focus on enhancing skills, knowledge, attitudes, and social behaviors, which can influence employees' understanding, work methods, and interactions with colleagues and supervisors.
Training, as defined by Cascio (1992), encompasses structured programs designed to enhance performance at the individual, group, or organizational level This enhancement signifies measurable advancements in knowledge, skills, attitudes, and social behaviors across all levels of the organization.
Training is essential for organizations as it focuses on enhancing employees' knowledge, skills, abilities, and attitudes necessary for their roles By investing in training, managers can improve staff performance and ensure that employees are equipped to meet specific tasks effectively Recognizing training as a long-term investment in human resources is crucial for organizational success.
According to Dessler (2008), training is essential for equipping both new and existing employees with the necessary skills for their roles, and neglecting this aspect reflects poor management, ultimately disadvantaging organizations High-potential employees are crucial for performance, making it vital for them to understand managerial expectations Consequently, effective training significantly enhances organizational efficiency Cole (2004) emphasizes that human resources are the most dynamic assets of an organization, necessitating focused managerial attention to unlock their full potential Managers must address various challenges, including motivation, leadership, communication, job reorganization, payment systems, and training and development, to achieve this goal.
According to Cole (2004), "Education" encompasses the foundational guidance of knowledge and skills that empower individuals to fully engage with life, making it a broad and personal concept In contrast, "Training" is focused on preparing individuals for specific occupations or skills, making it a narrower, work-oriented concept Meanwhile, "Development" suggests a broader understanding of personal and professional growth.
The acquisition of knowledge and skills emphasizes the importance of learning over mere training, focusing more on an employee's potential rather than their immediate capabilities This perspective views staff as adaptable resources, where "learning" encompasses the process of gaining knowledge, understanding, skills, and values necessary for environmental adaptation Additionally, "ability" pertains to an individual's capacity to demonstrate their competence in performing tasks or functions according to established standards, highlighting the practical application of learned skills.
Training is a systematic process that aims to change employees' behavior and align their skills with organizational goals, as noted by Ivancevich (2010) referencing Clifton & Fink (2005) It focuses on enhancing current job-related skills and is crucial for both new and existing employees, ultimately improving their performance Human resources practitioners facilitate three types of learning activities—education, training, and development—all designed to promote continuous learning within the organization.
Education is a lifelong process that equips individuals with the skills and knowledge necessary to fulfill various roles in society, including as citizens, workers, and family members It primarily focuses on meeting individual needs while also benefiting the broader community As Asare-Bediak (2002) states, education empowers individuals to respond meaningfully to their environment and pursue fulfilling lives, ultimately preparing them for the challenges of life.
Learning is a lasting change in behavior resulting from experience, exemplified by a supervisor who alters their counseling style after watching a relevant film While defining learning precisely can be challenging, it encompasses the complex process of acquiring knowledge, understanding, skills, and values necessary for adapting to one’s environment Three key factors influence learning styles: the innate qualities of learners, the skills of teachers, and the conditions under which learning takes place.
Training is a structured learning activity designed to help individuals acquire specific knowledge and skills relevant to their profession or tasks It emphasizes practical work and the development of particular abilities For example, when a supervisor participates in a course on managing employee complaints, they undergo a training program tailored to enhance their competencies in that area.
Employee performance is defined as the efforts exerted by individuals in the workplace, evaluated through the relationship between inputs and outputs This measurement assesses the efficiency of the resources utilized to generate results, ultimately reflecting the productivity levels of employees.
Competency is an individual's inherent or acquired characteristic that enhances performance, encompassing motivation, values, knowledge, skills, attributes, and personality traits It is categorized into three main types: (a) Technical competencies, which pertain to specific job-related knowledge and skills that vary by occupation; (b) Personality competencies, which involve traits and skills that influence an individual's work effectiveness across various roles; and (c) Management competencies, which encompass essential skills in key management functions such as decision-making, organization, communication, motivation, and control.
Human resources aim to enhance organizational performance by equipping employees with essential skills through targeted training and development Without the necessary abilities, employees lack motivation to excel Each of the three learning activities contributes differently to the acquisition of knowledge, understanding, skills, and attitudes.
STAFF / EMPLOYEE/WORKER: A person employed under a contract of employment, whether continuous, part-time, temporary or ordinary
MANAGEMENT DEVELOPMENT: An attempt to improve managerial effectivenessthrough a planned and deliberate learning process (Mumford, 1987)
Efficiency refers to the resources utilized to achieve a specific goal, encompassing both raw materials and financial investments required for production It is determined by assessing the resources consumed in creating a product or service, emphasizing the importance of executing tasks correctly.
Effectiveness refers to the extent to which employees accomplish their established goals, indicating successful completion of their tasks It is closely associated with performing tasks correctly and reflects the actual output and achievements of the workforce.
POLICY: refers to the basic rules governing the activities of a department/unit to achieve the expected goals in the implementation process It is the "guide" for decision-making.
The Components Of Training Impact Employee Performance
Training Needs Assessment (TNA) is crucial for defining training objectives and establishing clear terms of reference for effective program implementation Conducting a systematic TNA is essential for designing successful training programs, as it directly influences their overall effectiveness and employee performance (Goldstein and Ford, 2002; Zemke, 1994; Wagonhurst, 2002) According to Buckley and Caple (2000), TNA offers five key benefits, including enhanced control over training outcomes.
Balancing the amount of training is crucial; both excessive and insufficient training can hinder learning and creativity To enhance training effectiveness, it is essential to design course orientations that facilitate better assessment, clarify training objectives for both trainers and trainees, and evaluate employee performance based on the expected skills, knowledge, and attitudes Establishing a rational connection between training needs and actual training is vital, as a systematic training needs assessment serves as a foundation for the design, development, delivery, and evaluation of training programs This assessment helps identify key features necessary for successful implementation and evaluation, ensuring that students' expectations for training goals are met Ultimately, learners must demonstrate their acquired knowledge and skills, which are critical factors in assessing training needs (Buckley and Caple, 2000).
H1: Training needs assessment has a positive impact on the performance of the quality control department staffs of SDV Company
Employee commitment to training is shaped by their perception of the organization's dedication to their development, which is reflected in the attitudes and behaviors of both the organization and its leaders This commitment influences how employees view the training programs provided, ultimately impacting their engagement and participation in these initiatives.
Effective training programs are essential for meeting the needs of both employees and organizations, as they address real-world issues in the workplace (Saiyadain, 1994) These programs can take the form of formal training or informal self-training, but they often come with significant costs, which can deter smaller organizations from committing to employee development However, when managers invest in training—both in terms of time and financial resources—they can enhance employees' conflict resolution skills and improve goal-setting abilities (Hartenian, 2003).
H2: Commitment to training has a positive relationship to the performance of the quality control department staffs of SDV company
Training content can be divided into two main categories: human skills and technical skills, which are essential for effective training program design (Poon and Othman, 2000) According to Menguin (2007), training employees in these skills equips them with foundational knowledge necessary for performing technical tasks, achieving job objectives, and supporting their colleagues This training not only enhances employees' abilities to guide and advise others but also allows them to adapt to new technologies and improve their professional competencies, particularly for new hires.
H3: Training content has a positive impact on the performance of the quality control department staffs of SDV Company
Training methods are essential for effectively conveying content between teachers and learners to meet training objectives (Poon and Othman, 2000) Organizations can choose from various training methods tailored to their specific needs, considering factors such as work conditions, employee characteristics, and financial resources Popular training methods used in Vietnam and globally include direct on-the-job training, simulation-based training, team-group training, distance training, consulting, workshops, field trips, and formal training sessions Each method presents unique advantages and disadvantages, emphasizing the importance of selecting the most suitable approach for internal training content.
H4: Training methods have a positive impact on the performance of the quality control department staffs of SDV Company
Training evaluation involves selecting criteria to assess the effectiveness of training programs, which is a complex yet crucial aspect of the training process (Arthur and Bennett, 2003; Easterby-Smith, 1986) This evaluation phase is essential for organizations as it allows for a systematic reassessment of the training process The primary goal of training evaluation is to verify that the training has effectively conveyed the intended content and enhanced the subject matter for future application (Goldstein, 2002; Tannenbaum et al., 1996).
Kraiger et al (1993) introduced an 18-approach model for training assessment, while Kirkpatrick's four-level framework, established in 1994, remains widely utilized for classifying training assessment criteria (Van Buren et al., 2002).
H5: Training evaluation has a positive impact on the performance of the quality control department staffs of SDV Company
Research model
From the above research hypotheses, the researcher proposes a research model for the specific topic as follows:
RESEARCH MOTHODOLOGY
Research Design
The study employs quantitative research methods, utilizing analytical techniques such as descriptive statistics, exploratory factor analysis (EFA), and regression modeling The independent and dependent variables are measured on a 5-point Likert scale, informed by prior research conducted by Goldstein and Ford, Buckley and Caple, Poon and Othman, Saiyadain, Wagonhurt, Hartenian, Kirkpatrick, Campbell et al., and Schneider.
Sample: Subjects of the study are full-time employees in the quality control department at Samsung Display Vietnam, who have attended training classes The convenient sampling period is 2 months.
Building questionnaires and encoding scale
The researcher utilized a 5-point Likert scale (ranging from 1 - strongly disagree to 5 - strongly agree) to quantify the questionnaire, which was based on previous studies and focused on key factors in the research model: Training Needs Assessment, Training Commitment, Training Content, Training Methods, and Training Evaluation Questions were crafted to be simple and easy to understand, avoiding complexity to prevent confusion among respondents The questionnaire was structured into two main parts, beginning with a screening question to ensure the selection of the appropriate audience for the survey.
Have you participated in company training programs for employees?
Those who choose answer A please continue to the next survey questions And for those who have not attended any of the company's training courses, please stop the survey
The first part contains questions designed by researcher to collect information about the demographics of survey participants
The second part relates to the research model factors including: Training Needs Assessment, Training Commitment, Training Content, Training Methods, Training Evaluation and Performance Variable employee's work
Below is the questionnaire and the scale coding:
The training program keeps me up to date on my working skills to increase my personal efficiency
The training program has created a supportive working environment to help me complete my job
The training program clearly plays a role in increasing my productivity
I feel a need for training because I want to gain knowledge after training
I feel a need for training because I want to gain the required professional skills after training
I feel a need for training because of the desire to gain problem-solving skills after the training
I feel a need for training because of the desire to gain communication skills after training
I see the need for training because the training objective is the basis for the performance evaluation
The company is committed to training training programs that meet my expectations
Hartenian, The company is committed to training 2003 training programs that are very suitable for my actual work
The company is committed to training because through the training program it helps employees to apply well trained techniques in their work
The company is committed to training training programs from which I can learn and share experiences from other members
The training content provides the foundation for me to show off my professional skills
Training content helps me improve my skills to absorb new technology
Training content helps me increase problem solving skills at work
The training content is the basis for me to evaluate the training program so that I can adjust my company's training policy
The method chosen for training programs is appropriate
The type of training I have taken is applicable for the job after training
The right training method helps me improve my productivity
Training evaluation must have an effective measure of knowledge that training programs bring to employees
The training assessment must have feedback on the trainees' opinions about the training program
The training evaluation must have clear training objectives because training changes employee behavior related to job performance
Methods of sampling and data collection
3.3.1 Methods of collecting primary data
The researcher gathered primary data for the study through a survey targeting quality control staff at Samsung Display Vietnam This data was collected by distributing an online questionnaire via Google Forms.
According to Hair et al (2014), a minimum sample size of 100 observations is required, with the sample size being five times the number of observed variables In this study, which includes 22 observed variables, the necessary sample size is calculated as 22 x 5 = 110 The researcher distributed an online survey to 170 quality control staff, receiving 167 valid responses, thus exceeding the minimum sample size and qualifying for analysis.
Analyzing Data Plan
3.4.1 Reliability analysis by Cronbach’s alpha
Reliability is defined as the consistency among multiple items measuring a variable, ensuring internal coherence without conflicts (Hair et al., 2014) A common metric for assessing reliability is Cronbach's alpha, which ranges from 0 to 1, with values between 0.5 and 0.95 indicating acceptable consistency While higher alpha values suggest greater trust in the measurement, excessively high values may indicate redundancy among items Conversely, an alpha below 0.5 signifies poor reliability.
Factor analysis is a statistical method employed to condense large sets of variables into fewer, more interpretable groups As noted by Hair et al (2014), exploratory factor analysis is a widely utilized technique that identifies relationships among variables Decoster (1998) emphasized its role in uncovering the underlying factors influencing variables and in assessing the interconnections among them.
Research on hair and others (2014) The following possible assessments of factor loads were made:
• A range of 0.3 to 0.4 is considered the lowest level of interpretation
• Load factors equal to or higher than 0.5 are considered to be significantly correlated
• If the load factor is higher than 1.7, the structure is considered well defined
The significance of factor load values is influenced by sample size, with varying values deemed meaningful for different sample sizes (Hair et al., 2014) The required sample sizes for each element to achieve appropriate loading are detailed in the accompanying table.
Guidelines for Identifying Significant Factor Loadings
Based on Sample size (Hair et al., 2014)
Kaiser-Meyer-Olkin (KMO) is used to consider the adequacy of factor analysis Kaiser
(1974) outlines an assessment of the KMO index as follows:
Bartlett test is a measure that compares the correlation matrix with the identity matrix
If Sig Bartlett's test is less than 0.05, the observed variables have correlation
Regression analysis is a powerful statistical technique used by researchers to explore the relationships between multiple variables By assessing the influence of independent variables on a single dependent variable, this method reveals which factors are significant predictors and how they impact the dependent variable.
DeCoster and Claypool (2004) proposed the following general form of multiple regression model:
The initial step in regression analysis involves testing for multicollinearity, which assesses the interaction between independent variables Conducting a Variance Inflation Factor (VIF) test is essential to confirm the absence of linear relationships among these variables To mitigate multicollinearity, it is recommended that the VIF value for any factor remains below 2; factors with a VIF exceeding 2 should be excluded from the model.
Multivariate R, or decision coefficient, quantifies the strength of the overall linear relationship in multivariate regression It indicates the extent to which the dependent variable is explained by the independent variables in multiple regression analysis.
RESULTS AND DISCUSSION
Overview about Samsung Display Vietnam
Company name: Samsung Display Vietnam Company Limited Short Name: SDV
Address: Yen Phong Industrial Park, Yen Trung Commune, Yen Phong District, Bac Ninh Province
Founded in July 2014, Samsung Display Vietnam Co., Ltd is a subsidiary of Samsung Group, specializing in the production of LCD screens and OLEDs for various devices, including phones, watches, tablets, and televisions With a total investment of $5 billion, the company boasts an impressive annual capacity of 160 million products Notably, it is the first and only manufacturer of flexible OLED screens in Vietnam, employing around 45,000 individuals as of 2018.
SDV is a subsidiary of Samsung group, so it is always working towards 5 core values of Samsung, which are:
People: The company is the environment for human development
Excellence: No.1 position in all fields
Change: Execute a rapid change of reform
Integrity: Seeking righteousness in all things
Co-prosperity: For a heart for community coexistence
SDV is a leading manufacturer of innovative high-tech products, including the world's first flexible screens like OLED and flexible TV displays (UHD, UHD/Q UHD) The company supplies AMOLED screens for major brands, notably serving as the primary supplier for the new Apple iPhone X and Oppo devices.
SDV is advancing towards the development of environmentally friendly QLED screens and the concept of interactive touch screens accessible anywhere As a global leader in LCD and AMOLED display production for electronic products, SDV is actively engaged in research and development to innovate in these areas.
The company specializes in the manufacture of displays and offers a range of services including assembly, processing, and marketing It fosters a youthful, dynamic, and professional work environment, providing employees with numerous opportunities for career advancement and skill enhancement, particularly in mastering technology in the era of Industry 4.0.
4.1.2 Training strategy of Samsung Display Vietnam
Samsung prioritizes its people as the most valuable asset, focusing on comprehensive human resource development and training initiatives The company aims to ensure that every employee excels in their expertise while also possessing broad cultural and social knowledge.
Employee training is a crucial annual focus for Samsung, which allocates a significant budget for internal training programs aimed at enhancing personnel quality This commitment plays a vital role in addressing the shortage of skilled and highly skilled human resources in the industry.
Samsung Display Vietnam faced significant challenges during its early development in the country, primarily due to a lack of skilled technical personnel This issue is not unique to Samsung; many electronics and technology manufacturing companies in Vietnam, including Intel, IBM, and BOSC, are experiencing similar difficulties As a result, Vietnam has attracted limited foreign direct investment (FDI), primarily in light outsourcing and electronic assembly The persistent shortage of qualified human resources has been a recurring concern in discussions with foreign businesses, highlighting the need for improvement in workforce qualifications.
Samsung has introduced a new human resource training strategy in the Vietnamese market, focusing on the self-training of high-quality personnel This innovative approach aims to enhance the skills and capabilities of the workforce, ensuring that employees are well-equipped to meet the demands of the industry.
We provide a variety of human resource training programs tailored for the Vietnamese workforce, aimed at enhancing productivity and work efficiency These training initiatives are designed not only for new employees but also for existing staff, ensuring continuous development and improvement across the organization.
The training content focuses on relevant skills and knowledge in the business and at the same time organizes periodic extracurricular activities to promote business engagement with employees
And so far, Samsung Display Vietnam is the strongest manufacturing subsidiary in the world In Vietnam, Samsung accounts for an average of 33% of the market volume
Samsung's effective human resource training strategy fosters a highly productive workforce, enhances employee engagement, and provides opportunities for personal and professional development.
Samsung Display Vietnam conducts internal training programs aimed at helping employees grasp the company's corporate culture and operational processes The training content is tailored to align with the specific business practices prevalent in Vietnam.
Training high-quality human resources emphasizes the acquisition of knowledge and skills that align with the company's production and business activities The training programs are continuously updated to incorporate the latest trends in electronics and technology development.
Samsung conducts collaborative training and education programs for its workers to enhance their professional skills Additionally, the company offers internship opportunities within its facilities, allowing employees to apply their acquired knowledge directly in the workplace.
Training support programs such as Samsung Talent Program is one of the training programs to help provide effective human resources for Samsung R&D centers
4.1.3 Functions and responsibilities of the quality control department
- Activities to control and evaluate product quality prior to shipment
- Supervise and inspect product quality according to each production stage
- Promptly detect problems that arise in the production process, find out the causes and offer solutions to handle
- Ensure developed and mass product quality
- Audit /inspect the unreasonable scores of the stages
- Ensure the quality of output products to customers.
Data description
A survey was conducted among 175 employees in the quality department of Samsung Display Vietnam, resulting in 167 valid responses after data cleaning The findings provide detailed insights into the sample's characteristics.
Reliability Analysis
4.3.1 Test the reliability of the Training Needs Assessment - TNA scale
Table 4 2 Outstanding statistics of the Training Needs Assessment scale
The Training Needs Assessment (TNA) scale comprises five observed variables: TNA_1, TNA_2, TNA_3, TNA_4, and TNA_5 With a Cronbach's alpha of 0.913, which exceeds the acceptable threshold of 0.5, the scale demonstrates high reliability Additionally, the correlation coefficients for the five variables are 0.785, 0.817, 0.775, 0.760, and 0.839, all of which are above the 0.3 benchmark, further confirming the scale's reliability.
4.3.2 Test the reliability of the Training open interest - TCM scale
Table 4.3 Statistics reliability of the Training open interest - TCM scale
The training open interest consists of four components: TCM_1, TCM_2, TCM_3, and TCM_4 With a Cronbach's alpha of 0.845, the scale demonstrates high reliability, exceeding the threshold of 0.5 Additionally, the correlation coefficients among the four observed variables are 0.583, 0.721, 0.712, and 0.717, all of which are above 0.3, further confirming the scale's reliability.
4.3.3 Test the reliability of Training contents - TCT scale
Table 4.4 Table 4.4 Training contents - TCT reliability statistics
The Training contents scale comprises four observed variables: TCT_1, TCT_2, TCT_3, and TCT_4 With a Cronbach's alpha of 0.802, which exceeds the acceptable threshold of 0.5, the scale demonstrates strong reliability Additionally, the total variable correlations for the observed variables are 0.763, 0.613, 0.576, and 0.525, all of which are above the 0.3 benchmark, further confirming the scale's reliability.
4.3.4 Test the reliability of the Training methods - TM scale
Table 4.5 Training methods - TM reliability statistics
The Training Methods scale consists of three observed variables: TM_1, TM_2, and TM_3 With a Cronbach's alpha of 0.805, the scale demonstrates strong reliability, as this value exceeds the acceptable threshold of 0.5 Additionally, the total variable correlations for the three observed variables are 0.611, 0.607, and 0.758, all of which are greater than the minimum requirement of 0.3 This indicates that the Training Methods scale is a reliable measurement tool.
4.3.5 Test the reliability of the Training Evaluation - TE scale
Table 4.6 Training Evaluation - TE reliability statistics
The Training Evaluation scale comprises three observed variables: TE_1, TE_2, and TE_3 With a Cronbach's alpha of 0.720, which exceeds the acceptable threshold of 0.5, the scale demonstrates reliability Additionally, the total variable correlations for the observed variables are 0.546, 0.548, and 0.530, all of which are greater than the minimum requirement of 0.3 Consequently, it can be concluded that the scale is reliable.
4.3.6 Test the reliability of the Employee Performance Scale - EP
Table 4.7 Statistics reliability of employee performance – EP scale
The employee performance scale includes 3 observed variables, respectively: EP_1,
The reliability of the EP scale is confirmed by a Cronbach's alpha of 0.832, exceeding the acceptable threshold of 0.5 Additionally, the correlation coefficients for the three observed variables are 0.671, 0.673, and 0.736, all of which are greater than 0.3 These results indicate that the scale is reliable.
Exploratory Factor Analysis
4.4.1 EFA test results of the independent variable
After reliability analysis, all the items are confirmed to be reliable to explain their scales Therefore, 19 items are used to conduct exploratory factor analysis
Table 4.8 Summary of coefficients' statistical results in EFA discovery factor analysis
The results indicate a KMO value of 0.796, which exceeds the acceptable threshold of 0.5, and a significance coefficient (Sig) of 0.000, which is below the 0.05 requirement These findings confirm that the observed variables in the research model are interrelated, making the study appropriate for applying the Exploratory Factor Analysis (EFA) method.
The total variance explained by the research model is 70.429%, exceeding the 50% threshold, which meets the requirement for validity Additionally, the factor extraction for factor 6 yields a value of 1.024, surpassing the minimum requirement of 1 Consequently, six elements of the proposed research model have been identified.
The rotation matrix results in 6 factors drawn and the factors all have coefficients greater than 0.5 (satisfying the requirements) As follows:
Figure 4 2 Rotation matrix of exploratory factor analysis EFA is independent variable
4.4.2 EFA test results of the dependent variable
Table 4.9 Synthesize the results of EFA for the dependent variable
The results from Table 4.11 indicate a KMO value of 0.715, exceeding the threshold of 0.5, and a significance coefficient of 0.000, which is less than 0.05 This confirms that the observed variables in the analysis are interrelated, making the use of Exploratory Factor Analysis (EFA) appropriate for this study.
The factor analysis results indicate that the total variance explained is 75.036%, exceeding the 50% threshold, and the extraction stopping point is 2.251, which is greater than 1 These findings confirm that one significant factor is identified from the analysis.
Table 4.10 Rotation matrix of EFA for the dependent variable
Regression Analysis
Before performing regression analysis, the researcher conducted Pearson correlation analysis to assess multicollinearity among the variables The average representation of the elements was generated using the command Transform / Compute / Variable / Mean.
Table 4.11 Coding mean representations of factors
Pearson correlation between the dependent variable (Employee performance - EP) with 05 independent variables including: Training needs assessment - TNA, Training commitment
- TCM, Training content - TCT, Training Method - TM, Training Evaluation - TE is presented below:
EP TNA TCM TCT TM TE
No Factor name Number of observed variables
The correlation matrix indicates that the linear relationship between the independent and dependent variables is significant, with all coefficients below 0.05, making it suitable for regression analysis Table 4.14 demonstrates a high correlation coefficient between these variables, suggesting they are positively correlated.
The correlation coefficients between the dependent variable DLLV and each independent variable range from 0.303 to 0.601, indicating a strong linear correlation This model examines the factors that influence employee work motivation in enterprises.
4.5.2 Verify multivariate linear regression model
After test the correlation between the variables in the model, the researcher conducted a linear regression analysis The results of the regression analysis are presented below:
Table 4.13 Results of regression analysis
The linear regression analysis results indicate that the regression model has an R-squared value of 0.489 and an adjusted R-squared of 0.473 This suggests that the independent variable accounts for 47.3% of the variation in the dependent variable (Hoang Trong, Mong Ngoc, 2008).
To evaluate the overall suitability of the linear regression model, this study employs the F-test, which determines the linear correlation between the dependent variable and all independent variables The null hypothesis (H_0) posits that all regression coefficients (𝛼 1, 𝛼 2, 𝛼 3, 𝛼 4, 𝛼 5, 𝛼 6) are equal to zero The findings from the F-test indicate the effectiveness of the linear regression model used in this research.
Table 4.14 Test results of the appropriateness of the regression model
The test results presented in Table 4.14 indicate a significance value (Sig.) of less than 0.05, leading to the rejection of hypothesis H_0 This finding confirms the existence of a linear relationship between the dependent and independent variables in the research model The study employed linear regression analysis using the Enter method, yielding the following results after thorough analysis.
Table 4.15 Results of regression analysis
The analysis indicates a significant loss of value in the Sig results, all demonstrating high reliability with p-values below 0.05 Furthermore, the Variance Inflation Factor (VIF) coefficients for the Beta coefficients remain below 10, with the highest value recorded being notably low.
The Tolerance coefficient exceeded the minimum threshold of 0.865, indicating a strong relationship between the independent and dependent variables, with a significance level of the two-sided test being less than 0.05.
4.5.3 Multiple regression equations and conclusions about the hypotheses
Research findings indicate that five key training activity factors significantly influence the performance of quality control staff at Samsung Display Vietnam These factors include Training Needs Assessment, Training Commitment, Training Content, Training Method, and Training Evaluation The analysis involved testing the reliability of the scale, examining correlations between independent and dependent variables, and assessing the research model's appropriateness.
The quantitative analysis reveals that five key factors significantly enhance the performance of quality control staff at Samsung Display Vietnam The research identifies these factors, ranked from strongest to weakest influence, on the effectiveness of employees within the company's quality control department.
Table 4 16 The impact level of factors in the research model
Commitment to training 289 training content 244
Table 4.17 Giả thuyết của nghiên cứu Hypothesis Sig coefficient Result
H1: Training needs assessment has a positive impact on the performance of the quality control staffs of SDV Company
H2: Commitment to training has a positive relationship to the performance of the quality control staffs of SDV company
H3: Training contents have a positive impact on the performance of the quality control staffs of
H4: Training methods have a positive impact on the performance of the quality control staffs of
H5: Training evaluation has a positive impact on the performance of the quality control staff sof
CONCLUSION
Conclusion
This research aims to investigate the training components that influence employee performance, specifically focusing on quality management staff at Samsung Display Vietnam Utilizing a convenient sampling method, the study analyzed 167 valid surveys, confirming the reliability of the scales through scale testing and EFA analysis The findings indicate that all training components positively impact the performance of quality management staff Building on previous studies, this research underscores the significance of human resource management policies that prioritize training, highlighting the essential relationship between training and employee efficiency Key variables, including training needs assessment, program content, methods, and evaluation, were found to enhance employee performance effectively.
implications
5.2.1 Implications of training needs assessment
The regression analysis indicates a statistically significant relationship (Sig = 0.000) between training needs assessment and employee performance in the textile industry, confirming hypothesis H1 that needs assessment positively influences work efficiency This finding aligns with previous research by Hasniza Binti Hamidun (2009), Goldstein and Ford (2002), and Wagonhurst (2002), which also supports the notion that effective training needs assessments enhance employee performance When HR planning managers accurately identify training needs, employees become aware of their specific requirements, leading to improved work efficiency once training is completed Moreover, when employees recognize the alignment between their training needs and organizational goals, their motivation and performance are likely to increase.
Recognizing the right training objectives is crucial for both employees and organizations, as it enhances performance and commitment to training In today's competitive landscape, the demand for highly qualified human resources is essential, prompting companies like Samsung Display Vietnam to conduct thorough training needs assessments By clearly defining training goals, employees can better understand their own training needs and responsibilities, leading to increased motivation and more effective work performance.
5.2.2 Implications of commitment to training
Research indicates that training commitment has a minimal impact on employee performance, with a beta coefficient of 0.163, aligning with Saiyadain's (1994) findings To enhance overall employee performance, particularly among quality management staff at Samsung Display Vietnam, managers should prioritize dedicated training programs that set clear objectives and align with workers' expectations and job roles.
The regression analysis reveals that training content is the second most influential factor affecting the performance of quality management staff at Samsung Display Vietnam, with a beta value of 2.89 at a 5% statistical significance level, thereby validating hypothesis H3 This indicates that executives at Samsung Display Vietnam should prioritize the development of relevant training content to enhance employee efficiency Consistent with earlier studies by Poon and Othman (2000) and Hasniza Binti Hamidun (2009), a well-structured employee training program aligned with organizational goals and specific needs can equip employees with essential expertise and skills When the training content matches training needs and methods, it significantly boosts training efficiency, ultimately leading to improved work performance and increased productivity for the company.
Regression analysis indicates a significant positive relationship between training methods and the performance of quality management staff at Samsung Display Vietnam, with a statistical significance of 5%, leading to the acceptance of hypothesis H4 This finding contrasts with Hasniza Binti Hamidun's (2009) results, but aligns with the unique characteristics of Samsung Display Vietnam, where employee intervention is crucial for achieving high-quality products The effectiveness of training is influenced not only by its content and evaluation but also significantly by the teaching methods employed, which must align with the training needs, objectives, and content.
The regression analysis indicates that training evaluation significantly impacts the performance of quality management staff at Samsung Display Vietnam, with a beta coefficient of 0.290 at a 5% significance level, validating hypothesis H5 This aligns with findings from Hasniza Binti Hamidun (2009) and Goldstein (2002), emphasizing that training evaluation is crucial for enhancing employee performance Effective training assessment fosters greater cohesion and job satisfaction among employees, ultimately improving overall performance While the company does conduct training assessments, they often lack focus, treating completion of certification as the end of the process Consequently, despite having a robust human resources pool, the desired efficiency remains unachieved due to inadequate evaluation of training outcomes To enhance long-term effectiveness, the company must implement a more thorough training evaluation process.
Suggestions
Training plays a crucial role in enhancing human resource development within the textile and garment industry Research indicates that effective training significantly boosts employee work efficiency, highlighting the necessity for administrators to prioritize training initiatives It is essential to accurately identify and assess training needs to ensure the development of appropriate content, methods, and evaluation strategies Regularly organized training programs are vital, and prior to implementation, a thorough assessment of training needs, commitment, methods, and content must be conducted to maximize employee productivity.
Organizations must carefully assess the training needs of their employees, aligning these needs with their strategic objectives to ensure effective training outcomes By establishing clear learning goals, employees can focus on achieving specific targets that enhance their performance Consequently, it is essential for businesses to evaluate both the training requirements of their workforce and their overall enterprise goals when developing training programs This alignment fosters continuous improvement in employee performance through targeted training initiatives.
Trainers at enterprises, particularly at Samsung Display Vietnam, should focus on enhancing training content to improve the practical application of skills post-training Effective training methods are crucial for technology companies, and trainers must continually refine these approaches Organizations should also adopt advanced training methods, such as e-learning, online courses, and seminars, to facilitate employees' access to new technologies, thereby fostering critical thinking and skill development that boosts work efficiency While training evaluation can be complex and resource-intensive, it is essential for organizations to prioritize this process, as it significantly contributes to employee performance improvement.
Limitations and future research direction
This study focuses exclusively on employees in the quality management department at Samsung Display Vietnam who have participated in company training courses, which may not reflect the views of all employees within the organization Consequently, future research should aim to include a broader range of employees to enhance the representativeness of the findings.
44 conduct research with a wider scope for the employees of the entire company to make the research results more general and representative
The study exclusively employed quantitative research methods and overlooked the impact of demographic factors, including gender, age, and subject level, on employee performance Future research should address these gaps by examining how these demographic variables influence performance outcomes.
Research by Hair and colleagues suggests that increasing the sample size to at least ten times the number of observed variables enhances the reliability of study results Consequently, future studies should aim to include a minimum of 220 samples to ensure improved reliability.
Nguyen Minh Ha and Le Van Tung (2014) explore the significant influence of training on employee performance within the textile industry Their research, published in the Scientific Journal of City Open University in Ho Chi Minh City, highlights how effective training programs can enhance productivity and job satisfaction among workers in this sector The findings underscore the importance of investing in employee development to improve overall operational efficiency in the textile industry.
In her 2020 study published in the Industry and Trade Magazine, Hinh Phuong Uyen examines the influence of training programs on the work efficiency of cadres, civil servants, and public employees in Ben Tre city The research highlights the significant role that effective training plays in enhancing the productivity and performance of public sector workers, ultimately contributing to improved service delivery in the region.
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I am Nguyen Huu Hau, a graduate student at the National University, currently researching my master's thesis on "The Effectiveness of Training Activities in Improving Employee Performance at Samsung Display Vietnam's Quality Department." Before diving into the main study, I would like to explore the relationship between various training activities and their impact on performance Your cooperation in answering the following questions would be greatly appreciated Please rest assured that all responses will remain confidential and will be used solely for the purposes of this research.
Question 1: Have you ever attended the company's training programs?
Question 2: Discussion of the scales for the elements of training that affect the performance of quality control staffs
You want to delete element name adjustments, add new or delete element groups, or adjust element names that affect donation intentions You follow the following template accordingly
The training program keeps me up to date on my working skills to increase my personal efficiency
The training program has created a supportive working environment to help me complete my job
The training program clearly plays a role in increasing my productivity
I feel a need for training because I want to gain knowledge after training
I feel a need for training because I desire to gain the professional skills needed after training
I feel a need for training because of the desire to gain problem-solving skills after the training
I feel a need for training because of the desire to gain communication skills after training
I see the need for training because the training objective is the basis for the performance evaluation
The company is committed to training training programs that meet my expectations
The company is committed to training training programs that are very suitable for my actual work
The company is committed to training because through the training program it helps employees to apply trained techniques well in their work
The company is committed to training training programs from which I can learn and share experiences from other members
The training content provides the foundation for me to show off my professional skills
Training content helps me improve my skills in acquiring new technology
Training content enhances my problem-solving skills in the workplace and serves as a foundation for evaluating our training programs, allowing me to refine our company's training policy effectively.
The method chosen for training programs is appropriate
The type of training I have taken is applicable for the job after training
The right training method helps me improve my productivity
Training evaluation must have an effective measure of knowledge that training programs bring to employees
The training assessment must have feedback on the trainees' opinions about the training program
The training evaluation must have clear training objectives because training changes employee behavior related to job performance
Nguyen Huu Hau, an apprentice in the graduate program at the National University, is currently researching a master's thesis focused on "The Effectiveness of Training Activities in Improving Employee Performance at Samsung Display Vietnam's Quality Department." Your cooperation in answering the following questions is greatly appreciated, as the data collected will be used solely for this study.
I undertake that the results will be presented in statistical form and will not name any individuals
Please select the rating level you think is most suitable for
Disagree Normal Agree Totally agree
Have you ever participated in training programs at the company?
A From 22 to 30 years old B From 30 to 40 years old
C From 40 to 50 years old D From 50 to 60 years old
A Intermediate B Colleage C University or higher
A Less than 5 years B From 5 -10 years C More than 10 years
Survey questions Levels of rating
The training program keeps me up to date on my working skills to increase my personal efficiency
The training program has created a supportive working environment to help me complete my job
The training program clearly plays a role in increasing my productivity
I feel a need for training because I want to gain knowledge after training
I feel a need for training because I want to gain the required professional skills after training
I feel a need for training because of the desire to gain problem-solving skills after the training
I feel a need for training because of the desire to gain communication skills after training
I see the need for training because the training
55 objective is the basis for the performance evaluation
The company is committed to training training programs that meet my expectations
The company is committed to training training programs that are very suitable for my actual work
The company is committed to training because through the training program it helps employees to apply well trained techniques in their work
The company is committed to training training programs from which I can learn and share experiences from other members
The training content provides the foundation for me to show off my professional skills
Training content helps me improve my skills to absorb new technology
Training content helps me increase problem solving skills at work
The training content is the basis for me to evaluate the
56 training program so that I can adjust my company's training policy
The method chosen for training programs is appropriate
The type of training I have taken is applicable for the job after training
The right training method helps me improve my productivity
Training evaluation must have an effective measure of knowledge that training programs bring to employees
The training assessment must have feedback on the trainees' opinions about the training program
The training evaluation must have clear training objectives because training changes employee behavior related to job performance
I KMO and Bartlett's Test of independent variables
II/ KMO and Bartlett's Test of the dependent variable