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Jurnal Administrasi Bisnis (JAB)|Vol. 55 No. 3 Februari 2018| administrasibisnis.studentjournal.ub.ac.id

64

EMPLOYEE TRAINING PROGRAM: A COMPARISON OF PUBLIC AND

PRIVATE ORGANIZATIONS

Anggiar Rachman Tri Wulida Afrianty

Faculty of Administrative Science Brawijaya University

Malang

E-Mail: anggiar@outlook.com

ABSTRAK

Penelitian ini membandingkan Analisis Kebutuhan Pelatihan (AKP) dan Evaluasi Pelatihan (EP) di Organisasi Publik dan Privat menggunakan pendekatan kualitatif. Penelitian dilaksanakan di satu organisasi public (i.e. Badan Kepegawaian Daerah Kota (BKD) Kota Malang) dan dua organisasi privat (i.e. Perum Jasa Tirta I dan PT. Amman Mineral Nusa Tenggara). Data Utama didapatkan melalui wawancara semi-struktural. Hasil penelitian menyimpulkan: 1) Berdasarkan pada factor Analisis Kebutuhan Pelatihan dari Noe (2010) (i.e. Analisis Organisasi, Individual, dan Tugas), semua organisasi hanya menekankan pada analisis organisasi dibandingkan dengan analisis individual dan tugas, 2) Menggunakan model 4 Level Evaluasi Training oleh Kirkpatrick (2006) (i.e. Reaksi, Pembelaja ran, Sikap dan Hasil) penelitian menemukan BKD Kota Malang dan PJT I tidak menekankan pada Reaksi dan Hasil melainkan hanya pada Pembelajaran dan Sikap, di PT. AMNT semua factor ditekankan, 3) Hambatan pelaksanaan AKP dan EP pada semua organisasi berhubungan pada hal keuangan, namun, regulasi pemerintah juga dapat menjadi tantangan khususnya pada organisasi publik, 4) Perbedaan pelaksanaan AKP dan EP di kedua jenis organisasi terletak pada Praktek, BKD cenderung mengeksekusi metode terstandar dan berkerja sama dengan pihak ketiga, PJT I cenderung bergantung pada pihak ketiga dan PT. AMNT mengembangkan metode sendiri dan secara spesifik mengikuti Metode Kirkpatrick pada EP.

Kata Kunci: Pelatihan, analisis kebutuhan diklat, evaluasi, evaluasti pelatihan

ABSTRACT

This research compared Training Needs Assessment (TNA) and Training Evaluation (TE) of Public and Private Organizations using qualitative approach. Research was conducted in one public organization (i.e. Badan Kepegawaian Daerah (BKD) Kota Malang) and two private organizations (i.e. Perum Jasa Tirta I and PT. Amman Mineral Nusa Tenggara). Primary data is obtained through semi-structured interview. The result concluded: 1) Based on the factors from Noe (2010) Training Needs Assessment model (i.e. Organization, Person and Tasks Analysis), all of the organizations only emphasizing on organization analysis rather than Person and Tasks Analysis, 2) Using Kirkpatrick (2006) 4 levels of Training Evaluation (i.e. Reaction, Learning, Behavior and Result) research found that BKD Kota Malang and PJT I did not emphasized Reaction and Result and only emphasizing on learning and behavior factors, in PT. AMNT all factors are emphasized, 3) Barriers of TNA and TE of all organizations are related to financial matters, however, government regulation could be challenging especially for public organization, 4) Differences of TNA and TE in both organizations is on Practical, BKD tend to execute standardized method and combined effort with third party, PJT I tend to relies on third party and PT. AMNT developed their own method for TNA and specifically follows Kirkpatrick Method for TE.

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65 INTRODUCTION

Training has always been an important part of any organization in effort to educate, empowering, and improving skills of members of the organizations. In professional environment, Truelove (1992) clarified that Training is an undertakings to give information, aptitudes and states of mind important to perform work related errands and it intends to enhance work execution straightforwardly. Sloman (2005) determined that training is described as an educator drove, content-based intercession prompting wanted changes in conduct.

Noe (2010) disclosed that preparation alludes to an arranged exertion by an organization to encourage workers' learning of occupation related capabilities. These abilities incorporate learning, aptitudes, or practices that are basic for fruitful employment execution. Besides, Noe accentuate that the objective of preparing is for representatives to ace the learning, ability, and practices stressed in preparing programs and to apply them to their everyday exercises.

In Indonesia, Thorat (2013) clarified that there are a change in perspective of Human Resources administration part in Indonesia organizations, he called attention to that, Habir and Larasati (1999) on Thorat (2013) broke down three driving Indonesian organizations and their examination shows a changing introduction for HR administration (HRM) in Indonesia, which is more vital and concentrated on how HRM methodologies and procedures line up with the business goals.

It is important to note that the implementation of human resources management in Indonesia itself is still relatively obscure as Thorat (2013) brought up that little consideration has been given to examining HRM hones in Indonesia, despite the fact that a number have contemplated HRM in other creating nations crosswise over Asia and the Asia-Pacific. Thorat (2013) outline, given the constrained articles and research, more thought and thoughtfulness regarding learns about HRM inside the Indonesian setting are justified. This call isn't just identified with the mind boggling setting of Indonesian life, however to the worldwide effect. The dynamic or even contradictive collaborations that exist among inward and outer parts of HRM inside the Indonesian setting are viewed as an intriguing open door for consider.

This research attempted to explain the implementation of training program aspects, in particular: planning, designing using Training Needs Assessment by Raymond A. Noe(2010) and evaluation processes in private and public sector using Kirkpatrick (2006) 4 Levels of Training Evaluation.

LITERATURE REVIEW Training

Ivancevich (2001) clarified that

preparation is an endeavor to enhance present or future execution, upheld by Simamora (2006) clarification that preparation is a learning

procedure which incorporates aptitudes

accomplishments, ideas, directions, or state of mind to enhance workers exhibitions. This definition infers that preparation a procedure, in which people would accomplish new arrangement of information which in the end would prompt ideal exhibitions.

Training Objectives

Ivancevich (2001) stated that the goals of training are as follows:

1) To ensure that participant of the training will acquire knowledge and/or abilities out of the implementation, as part of training validity;

2) To ensure that the knowledge and/or abilities does improve performance on the job. (Transfer validity) ;

3) To ensure the implementation relevant for the trainees and still can be useful even after the trainees leaves the company. (Inter-organizational validity).

Raymond A. Noe Training Needs Assessment Model

Noe (2010) characterize Needs

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Figure 1.Noe (2010) Training Needs Assessment Process

Source: Noe, R. A. (2010). Employee Training and Development. McGraw-Hill/Irwin, p. 104

a. Organizational Analysis

Noe (2010) expressed that

organizational analysis includes

recognizing in the case of preparing bolsters the organization's vital heading;

regardless of whether supervisors,

companions, and workers bolster preparing action; and what preparing assets are accessible. Preparing implementer need to consider what are organization's key bearings, this will figure out what is the key part of the preparation programs, the recurrence and sort of preparing and how the preparation work is composed in the organization.

b. Person Analysis

Noe (2010) clarified that person analysis recognizes representatives who require preparing, that is, regardless of whether worker current execution or expected execution shows requirement for preparing which more often than not demonstrated by poor exhibitions. Noe expressed that poor execution is shown by (for instance) client objections, low

execution evaluations, or at work

occurrences, for example, mischances and perilous conduct. Another potential marker of the requirement for preparing is if the activity changes with the end goal that present levels of execution should be enhanced or workers must have the capacity to finish new undertakings. Keeping in mind the end goal to figure out

who needs the preparation, the

organization need to realize what is simply the attributes of the representative.

c. Tasks Analysis

Noe (2010) clarified that Task analysis brings about a portrayal of work exercises, including errands performed by the worker and the learning, aptitudes, and

capacities required to finish the

undertakings. A vocation is a particular position requiring the finishing of specific

errands. An assignment is the

representative's work action in a particular employment. Assignment investigation ought to be attempted simply after the authoritative examination has confirmed that the organization needs to dedicate time and cash for preparing.

Kirkpatrick 4 Levels of Training Evaluation Model

Kirkpatrick (2006) clarified that the four levels speak to an arrangement of approaches to assess programs. Each level is essential and affects the following level. As you move starting with one level then onto the next, the procedure turns out to be more troublesome and tedious, yet it additionally gives more important data. None of the level ought to be skirted basically to get to the level that mentor considers the most essential. These are the four levels: (a) Level 1: Reaction, (b) Level 2: Learning, (c) Level 3: Behavior and (d) Level 4: Result.

a. Reaction

As the word response suggests, assessment on this level measures how the individuals who take an interest in the program respond to it. Kirkpatrick (2006)

call it “a measure of consumer

satisfaction”. It is essential to get a response as well as to get a positive response. Kirkpatrick (2016) stress that the eventual fate of a program relies upon positive response. What's more, if members don't respond positively, they likely won't be roused to learn. Positive response may not guarantee adapting, but rather negative response more likely than not decreases the likelihood of its happening.

b. Learning

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things that a preparation program can achieve. Projects managing subjects like assorted variety in the workforce point principally at evolving states of mind. Specialized projects go for enhancing abilities. Projects on subjects like

administration, inspiration, and

correspondence can go for every one of the three goals. With a specific end goal to

assess taking in, the speciﬁc targets must

be resolved.

c. Behavior

Kirkpatrick (2006) clarified that Behavior can be characterized as the degree to which change in conduct has happened in light of the fact that the member went to the preparation program. With the goal for change to happen, four conditions are important: (a) the individual must want to change, (b) the individual must recognize what to do and how to do it, (c) the individual must work in the correct atmosphere, (d) the individual must be remunerated for evolving.

d. Result

Kirkpatrick (2006) clarified that Result can be characterized as the last outcome that happened in light of the fact that the member went to the program. The last outcome can incorporate expanded creation, enhanced quality, diminished

costs, decreased recurrence and

additionally seriousness of mischances, expanded deals, lessened turnover, and higher benefits. Recognize that outcome like these are the purpose behind making them prepare programs. Kirkpatrick (2006) underline that Evaluating comes about, level 4, gives the best test to preparing experts. He additionally clarifying that it is all things considered, that is the reason association (us) prepare, and associations should have the capacity to indicate unmistakable outcomes that more than pay for the cost of the preparation. At times, such assessment should be possible and effectively. Projects that go for expanding deals, decreasing mishaps, diminishing turnover, and lessening scrap rates can frequently be assessed regarding comes about. What's more, the cost of the program isn't excessively troublesome, making it impossible to decide. An

examination can promptly demonstrate that preparation pays off.

Barriers

Training implementation in general is not without barriers, in order to identify those barriers, this research is using an adaptation of Soenarko’s (Cited from Widodo, 2010) variables to identify the success or failure of public policy, those adapted variable are:

Table 1.Soenarko’s Variable (Adapted from

Widodo, 2010)

Barriers 1) Not appropriate theory

2) Ineffective media/tool

3) Lack of Knowledge of Method

4) The contents of the policy is not clear

5) Uncertainty internal and/or external factors

6) Policy set that contains many gaps

7) Less attention to technical problems

8) Lack of resources

Source: Soenarko (Cited from Widodo, 2010)

RESEARCH METHOD

This research is an exploratory research with qualitative approach. The research is focused on investigating and analyzing findings of Training Needs Assessment, Training Evaluation and its Challenges and Barriers, and comparing it with established theories/models (Raymond A.

Noe’s Training Needs Assessment, 2010 and Kirkpatrick’s 4 Levels of Training Evaluation,

2006) as an chase study in Badan Kepegawaian Daerah Kota (BKD) Kota Malang, Perum Jasa Tirta I (PJT I) and PT. Amman Mineral Nusa

Tenggara (PT. AMNT). Data collection

techniques in this research are semi-structured interview model, observation, documentation and audio-visual study.

RESULT AND DISCUSSION

1. Training Needs Assessment (TNA) at BKD Kota Malang, Perum Jasa Tirta I and PT. Amman Mineral Nusa Tenggara.

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divided into 3 different point in accordance to variable.

a. Organizational Analysis

In implementing their TNA, BKD Kota Malang as government body ensure that their implementation are singular with local government by using standardized

Analisis Kebutuhan Diklat (AKD) format

as made per request by another

government agencies or planned prior by BKD. In comparison, Perum Jasa Tirta I and PT. Amman Mineral Nusa Tenggara tend to implement their training needs assessment annually as part of strategic planning, some training program are made as reaction to current identified problem or made along the strategic year as response to it.

It can be summarized in the following table:

Table 2.Organizational Analysis

Organizational Analysis BKD PJT I PT. AMNT

1) Singularity with

Organization’s Goals and

Strategy   

2) Organization allocation in

Resources   

3) Organizational transfer of

training climate   

4) Capability to surprass

Environmental Constrains   

Source: Variables adapted from Anderson (2000), Author Summary (2017) () = Variable exist, (-) = Variable is not exist (on chase)

b. Person Analysis

The establishment of Analisis Kebutuhan Diklat (AKD) in BKD Kota Malang made analyzing the the person(s) who needs the training program is easier, however it is still not explained in detail, in comparison, PJT I and PT. AMNT having their program established prior of implemented year, the person analysis is analyzed way even before the year/time of implementation. It can be summarized in the following table:

Table 3.Person Analysis

Person Analysis BKD PJT I PT. AMNT

1) Summary Person Analysis to ensure the compatibility between the training program(s) with participant

  

2) Diagnostic Person Analysis to analyze the problems that are relevant to the training implementation and the training participant.

  

Source: Variables adapted from Anderson (2000), Author Summary (2017) () = Variable exist, (-) = Variable is not exist (on chase)

c. Tasks Analysis

BKD Kota Malang recruit third party agency to directly implement the program while they are providing the logistic for the implementation itself, indicating that almost entirety of tasks analysis are handled by professionals, which made the details of the tasks analysis are not clear. PJT I and PT. AMNT also practices the same method by hiring third party agencies in some if not

all of their training program

implementation, however, in PT. AMNT case, the tasks analysis has already pre-determined before handled by third party. It can be summarized in the following table:

Table 4.Tasks Analysis

Tasks Analysis BKD PJT I PT. AMNT

1) Develop overall job

description  - 

2) Identify the tasks -  

3) Describe knowledge skills attitudes needed to perform the tasks

-  

4) Identify the areas that can benefits from training

  

5) Prioritize the areas that can benefits from training

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69 Source: Variables adapted from Anderson (2000),

Author Summary (2017) () = Variable exist, (-) = Variable is not exist (on chase)

2. Training Evaluation (TE) at BKD Kota Malang, Perum Jasa Tirta I and PT. Amman Mineral Nusa Tenggara.

In order to analyze the implementation of Training Needs Assessment in BKD Kota Malang, PJT I and PT. AMNT, this research is using variables which originated from Kirkpatrick (2006) 4 Levels of Training Evaluation which composed of a) Reaction, b) Learning, c) Behavior and d) Result. The explanations are combined into one table and followed by the general explanation.

Table 5.Four Levels of Training Evaluation Four-Level Evaluation

1) Reaction to the training

program   

2) Learning capabilities of

the training program  - 

3) Behavior changes   

4) Result  - 

Source: Kirkpatrick (2006), Author Summary (2017), () = Variable exist, (-) = Variable is not exist (on chase)

From the table we can understand that among the three research representatives, BKD and PT. AMNT met all of the requirements of Kirkpatrick’s model, however only PT. AMNT that is actually mentioned of using and implementing the model explicitly, while BKD is not, however, even though BKD did not explicitly using any method in particular but certainly they are assuring that third party agencies handled evaluation by using certification and test, additionally the implementer also observes if there are any changes after they participant attending the

training program (compared to before

attending). In case of Perum Jasa Tirta I, their explanation implies that most of their training program included certification as verification to learning and behavior changes as the main indicator that participants are learning something out of the program, however the general result of the training program itself is still unclear whether it is working according to implementer intended or not. All of the research representatives did mentioned using a questionnaire to record training participant

opinion or as a constructive input for the training program.

3. Barriers and Challenges of TNA and TE at BKD Kota Malang, Perum Jasa Tirta I, and PT. Amman Mineral Nusa Tenggara.

In order to analyze barriers and challenges on implementing training needs assessment and training evaluation in BKD Kota Malang, PJT I and PT. AMNT, this research is using an adaptation of variables which originated from

Soenarko’s model of identification of public

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Source: Adaption from Soenarko’s Variable (Widodo,

2010), Author Summary (2017), () = Variable exist, (-) = Variable is not exist (on chase), TNA = Training Needs Assessment, TE = Training Evaluation.

From the table we can understand that in general all of research representatives are having troubles on budgeting (and for the most part, it is not too risky). In Case of BKD Kota Malang, apart from Budget, approval from Regional Council could become hindrance for

their training needs assessment

implementation, the uncertainty whether one training program would be approved or denied made the project could be in jeopardy even

after they’re putting effort into it making it

possibly harder for them to prepare and assess an effective training program. In the other hand, PJT I and PT. AMNT seemingly facing

none of these problem since private

organization only needs higher upper body of their organization which obviously less complicated compared to BKD. In Case of PJT I, however, the dependency to third party organization could possibly made them harder to understand the core of Training Needs Assessment of their training program, especially person and tasks analysis. PT. AMNT facing none of these problems on their training needs assessment processes since they handled the entirety of its activities internally.

Amid the assessment of the preparation program, BKD Kota Malang practice almost no activity with the exception of little perception excessively investigate the reality of the consequence of the preparation program and getting input by means of polls, be that as it may, this still moderately satisfactory in contrast with PJT I which a large number of their preparation program does not has some sort of assessment, since the sum of the action are given over to outsider. PT. AMNT, confronting none of these issue since they practice their preparation assessment in

agreement to acclaimed standard,

notwithstanding it is worth to take note of that there are a few inconveniences looked amid the genuine field movement while practicing those assessment action (Technical issue).

CONCLUSION, RECOMMENDATION AND LIMITATION

Conclusion

Based from the previous analysis, there are several conclusions that can be summarized as follows:

1. The conclusion of how respective research subject conducted their training program implementation, particularly in the planning and designing process, using Noe (2010) Needs Assessment models can be concluded as good, despite none of the

research subjects, based on data

presentation, actually considering using

internationally acclaimed model on

conducting the needs assessment analysis. In actuality, each research subjects creating a needs assessment model that is applicable for their needs and more

importantly, singular with their

organizational goals and it seems to work for them and obviously every research subject does considering every aspect of Organizational Analysis, Person Analysis

and Tasks Analysis even without

consciously using the standard which Noe has established.

2. Using Kirkpatrick (2006) four-level evaluation model, it can be concluded that, despite the majority of the research subject (BKD Kota Malang and Perum Jasa Tirta I) does not even considering using the model, both research subject managed to get the result that the implementer wanted from the training program implementation, although what are considered to be successful or not successful are appeared to be relative due the lack of evaluation standard implemented. This is, however, does not causing a problem for both subject as both of them working together with third party that actually managed the evaluation procedures. It is worth to note that BKD Kota Malang implementation using what is known as Monitoring dan Evaluasi or MONEV, which is the nation-wide standard of determining the result of training program for every government bodies in Indonesia.

3. As for Barriers and Challenges, from the analysis we learned that in BKD, because of their nature as government body,

regulation can be a problem if they don’t

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Jurnal Administrasi Bisnis (JAB)|Vol. 55 No. 3 Februari 2018|

imposed by Regional People’s Council

meeting for every training program that are planned by BKD, however, it can be a problem if the budget does not cover the expense for training program that are

based on proposal from particular

government agencies which are

constitutionally does not need approval

from Regional People’s Council. As for

PJT I, based on the data presentation we can understand that the main concern is the limited budget, other minor challenges included low participation and motivation level in some training program from BKD and evaluation technicality problem in PT. AMNT.

4. There are contrasts in execution of Needs Assessment amongst open and private establishment which spoke to by BKD Kota Malang (Public) and PJT I and PT. AMNT (Private), BKD Kota Malang have a tendency to take after the direction and standard which is for the most part settled by the focal government, it is elusive something that is exceptional to the usage as it can be effectively found in other government organizations significantly more in another BKD in various area, a similar thing can be finished up on PJT I and PT. AMNT preparing needs appraisal, however what makes their usage diverse is "the way" as in the technique for which

they executed those requirements

evaluation.

5. This research inferred that there is a fundamental distinction of preparing assessment lead in every association, this distinction is the technique which are utilizing by particular associations. As it as of now inferred in past conclusions (No.2), people in general association which spoke to by BKD Kota Malang is utilizing MONEV which survey the effectivity of the preparation program, however the MONEV itself does not neccessarily evaluate the aftereffect of the preparation itself as the idea of its lead is indeterminate and its application to evaluate preparing program is, for the absence of better word, untested. Moreover, a significant number

of their preparation assessment depend on conventional technique, for example, poll to survey their usage viability. Perum Jasa Tirta I speak to private associations demonstrates an alternate range of preparing assessment direct, as it inferred in past conclusion, PJT I has suggestion that they doesn't leading a legitimate preparing assessment strategy as obviously relatively every part of assessment took care of by outsider amid the preparation program execution. PT. Amman Mineral Nusa Tenggara feature a strong assessment technique, not just utilizing a poll to gauge the effectivity of the preparation program, they are likewise utilizing a similar strategy to quantify the consequence of the

preparation itself, moreover they

additionally verbally met the preparation member about the preparation program adding more profundity to the preparation result.

Recommendation

Based on the conclusion, there are the recommendations which are concluded by researcher, which explained as follows:

1. For BKD Kota Malang

In assessment process the direction force through Analisis Dampak Diklat (AKD) isn't clear in detail and rehearse and surely it can be enhanced by utilizing Raymond A. Noe (2010) demonstrate for Training Needs Analysis and Kirkpatrick (2006), it will give clear clarification what is to take for a preparation program to be named effective, and all the more essentially, it can help on figuring out what to improve the situation the consequence of the preparation program and help set up a decent and reasonable HR administration hones. Aside from that, it is likewise no less imperative to keep up great chain of coordination amongst BKD and others government organizations alongside provincial board with a specific end goal to have a typical comprehension of the significance to forcing a viable preparing program.

2. For Perum Jasa Tirta I

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important to have an effective training program, by exercising organizational, person, and tasks analysis Perum Jasa Tirta I could develop a more effective training program and by imposing Kirkpatrick model for training evaluation, PJT I could make the program sustainable for the future development of human resources.

3. For PT. Amman Mineral Nusa Tenggara

PT. AMNT is by far having the

most robust training program

implementation. However, as far as observation and researcher involvement, it is necessary to plan what are organization going to do about the result, because a good training practice needs a good follow-up program in order for the

knowledge to sticks. Meanwhile,

imposing a training implementation is not only about planning, it is also about executing, HR Department needs to put more efforts into having a proper (human) resources to handle technicality of the training implementation, in order to make sure that the training program which has already been properly designed to be properly executed.

4. For further Researcher

Researcher would like to

recommend future researcher to look deeper on Standard Operational Procedure

(SOP) of Training program

implementation. This research may

answer the practicality and technicality of particular aspect, but a general procedure that could answer the question “what

constitute an effective training program in

Indonesia?” is still far from a definitive answer.

Limitation

These are the limitation of this research, detailed as follows:

1. During the research process, it has been lack of relevant data in term of official reports from mainstream media about the training conduct of every research subjects. This make the research can only gather and confirmed data that are

provided through interview and based on observation and involvements.

2. There is confidentiality procedure that imposed by PT. AMNT, which made data gathering is much harder. There are many

valuable data that can’t be published due to

this policy. Fortunately, the data that obtained by observation and direct involvement still can be used and enough in providing crucial data for this research. 3. This research is a case study, so the result

cannot be generalized as the whole representation of training needs assessment and training evaluation practice in others private and public organizations.

REFERENCES

Anderson, J. E. (2000). Training needs

assessment, evaluation, success, and organizational strategy and effectiveness: An exploration of the relationships (Order

No. 9999073). Available from

ABI/INFORM Collection. (304630408).

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https://search.proquest.com/docview/3046 30408?accountid=46437

Creswell, John W. (2013). Research Design: Qualitative, Quantitative, and Mixed Method Approached 4th Ed. SAGE. London.

Ivanevich, John M. (2001). Human Resources Management 8th Edition. McGraw-Hill/Irwin. New York.

Kirkpatrick, D.L., Kirkpatrick, J.D. (2006).

Evaluating Training Program.

Berret-Koehler Publisher, Inc.