Examining the Influence of Training Effectiveness and Work Engagement on Job Performance of New Employees
|關鍵字:||新進人員;訓練成效;工作敬業;自我效能;主管支持;社會互動;工作績效;new employees;training effectiveness;work engagement;self-efficacy;leader’s support;social interaction;job performance|
In recent years, Taiwan’s financial landscape has been in constant fluctuation. Having been through the establishment of new banks, the second financial reform, and bank mergers and acquisitions, the market has been presented with saturated competition. In addition with the emergence of the digital age, the financial sector has been more committed to cross-industry management, strategic alliances, and other new modes of operation to help financial institutions improve the management of financial difficulties and to promote competitiveness. But, in an era of change and innovation, learning and development through education and training to cultivate the employee’s job performance will give banks a key indispensable soft power in the future. This research used bank employees from an E financial holding company as the object of study. Employees had 2~3 years seniority, and finished the trials. We collected training effectiveness in the trials and provided a questionnaire survey. The goal was to research on the impact amongst training effectiveness, work engagement, self-efficacy, leadership support, social interaction, and job performance of new employees. The research discovered： (1)Training effectiveness did not have a significant impact on job performance. (2)Work engagement had quite a significant impact on job performance. (3)New employees who received self-efficacy, leadership support and social interaction had a significant positive impact. (4)New employees having a sophisticated personality in the corporate culture has had a positive role in the training effectiveness and performance. (5)Leadership support to new employees had a positive correlation between self-efficacy and work engagement.