ENHANCED TRAINING AND DEVELOPMENT PROGRAM OF MICROFINANCE INSTITUTIONS IN CABANATUAN CITY, NUEVA ECIJA: BASIS FOR STRATEGIC PLAN
DOI:
https://doi.org/10.70059/4bvv1f68Keywords:
Employee Performance, Human Resource Development, Organizational Effectiveness, Strategic HR Planning, Training and Development, Training EvaluationAbstract
This study examines the effectiveness of training and development programs among employees of Microfinance Institutions (MFIs) in Cabanatuan City, Nueva Ecija. This study employed a quantitative-descriptive research design. Data collection was conducted through a survey interview. The respondents in the study were the employees of registered MFIs in Cabanatuan City. The findings indicate that the MFI workforce is predominantly young and female, with most employees in the early stages of their careers. The evaluation further reveals that the training programs are well-structured, job-relevant, and strategically aligned with organizational goals. Employees strongly agreed that training improved their efficiency, task performance, and branch effectiveness, demonstrating a positive relationship between training and institutional productivity. Moreover, the training programs contributed to higher self-efficacy, independence, and skill application among employees, supporting both individual and organizational growth.
Nonetheless, the study identified scheduling conflicts as a key challenge that hinders full participation and optimal learning outcomes. While the content and delivery of training are effective, misalignment between training schedules and work responsibilities creates time constraints.
Overall, the results affirm that the MFIs ' training programs significantly contribute to employee empowerment and sustainable organizational development. Continued improvements, such as tailoring content to task complexity, integrating continuous learning mechanisms, and aligning training with performance metrics, will further strengthen the impact of these initiatives.
References
Afriyie, S., Jin, M., Yakubu, I. N., & Awudu, M. (2024). The role of training and performance appraisal in job satisfaction: Evidence from microfinance institutions in Africa. Journal of Human Resource and Sustainability, 12(1), 55–68. https://doi.org/10.1016/j.jhrs.2024.01.005
Aguinis, H. (2019). Performance management (4th ed.). Chicago Business Press.
Armendáriz,B.,&Morduch,J.(2010).Theeconomicsofmicrofinance(2nd ed.).MIT Press.
Armstrong,M.(2001). AHandbookof HumanResourceManagementPractice(8th ed.). Kogan Page.
Armstrong, M.,&Taylor, S.(2020).Armstrong's Handbook of Human Resource Management Practice (15th ed.). Kogan Page.
Bandura,A.(1997).Self-efficacy: Theexerciseofcontrol.W.H.FreemanandCompany. Bélanger, P., & Mount, J. (2015). Adult learning and education. UNESCO Institute for LifelongLearning.
Bharti,R.(2014).Traininganddevelopmentprograms: Acomprehensivereview. International Journal of Human Resource Studies, 4(2), 204-216.
Camilleri,M.A.(2018).Human Resource Management Practices Their Effects on Employee Performance in the Microfinance Sector. International Journal of Productivity and Performance Management, 67(9), 1683–1701. https://doi.org/10.1108/IJPPM-02-2018-0052
De Jesus, M. T., & Fajardo, R. B. (2022). Impact of training programs on employee efficiency in lending organizations: Evidence from the Philippines.Philippine Journal of Business and Development Studies, 10(2), 44–60.
Dessler, G. (2019). Human resource management (15th ed.). Pearson Education. Goldstein, I.L.,&Ford, J.K.(2002).Traininginorganizations: Needsassessment,
Development and evaluation(4thed.).Wadsworth/Thomson Learning.
Horng,J.S.,&Lin,L.(2013).Training Needs Assessment in the Hospitality Industry: The Case of Taiwan. Journal of Human Resources in Hospitality & Tourism, 12(3), 240-257.
Iftikhar,M.,&Mahmood, T.(2017).Impactoftrainingand developmentonemployees' performanceinmicrofinancebanksinPakistan.BusinessandEconomicRev iew, 9(1), 111–132. https://doi.org/10.22547/BER/9.1.7
Iqbal, N., Malik, M. F., & Khan, R. A. (2012). Effect of training on employee performance.FarEastJournalofPsychologyandBusiness, 6(1), 57–64.
Jehanzeb, K.,&Bashir, N.A.(2013).Traininganddevelopmentprogramanditsbenefits to employee and organization: A conceptual study. European Journal of Business and Management, 5(2), 243–252. https://www.iiste.org/Journals/index.php/EJBM/article/view/4007
Khan, M. N., Hameed, S., Zahid, M., & Mazhar, S. (2022). E-learning and hybrid training: Tools for employee engagement and motivation in the microfinance sector.International Journal of Organizational Learning and Performance, 9(4), 210–226. https://doi.org/10.1108/IJOLP-04-2022-0123
Khan, R. A., & Ali, N. (2014). Impact of training and development on organizational performance.Global Journal of Management and Business Research, 14(6), 22–27.
Kirkpatrick, D.L.,&Kirkpatrick, J.D.(2006).Evaluating training programs: The four levels (3rd ed.). Berrett-Koehler Publishers.
Kraiger, K., Ford, J.K.,&Salas, E.(1993).Applicationofcognitive,skill based, and affectivetheoriesoflearningoutcomestonewmethodsoftrainingevaluation . JournalofAppliedPsychology,78(2),311 328.https://doi.org/10.1037/0021- 9010.78.2.311
Ledgerwood,J.(2013).The New Microfinance Handbook: A Financial Markets System Perspective. World Bank Publications.
Mahmud, K., Parvez, A., Hilton, A., Kabir, S.M.M.,&Wahid, M.(2014a).Evaluation ofemployeetrainingprograms.European Journal of Business and Management, 6(17), 2222–2839.
Nazil, H., Sipon, S.,&Radzi, A.(2014).Effectivenessoftraininginthebankingsector: Empirical evidence from Malaysia. Asian Journal of Management Sciences & Education, 3(4), 1–9.
Noe,R.A.(2020).Employeetraininganddevelopment(8thed.).McGraw Hill Education.
Saks, A. M., & Burke, L. A. (2012). An investigation into the relationship between training, evaluation, and the transfer of training.International Journal of Training and Development, 16(2), 118–127. https://doi.org/10.1111/j.1468- 2419.2011.00397.x
Salas,E.,Tannenbaum,S.I.,Kraiger,K.,&Smith-Jentsch,K.A.(2012).The Science of Training and Development in Organizations: What Matters in Practice.
PsychologicalScienceinthePublicInterest,13(2),74–101. https://doi.org/10.1177/1529100612436661
Schaefer,T.(2015).Whytrainingfails— andwhattodoaboutit.Forbes.Retrievedfrom https://www.forbes.com
Subedi, B., Bhaumik, S.,&Neupane, R.(2024).The impact of continuous training on performance: A study of microfinance institutions in Nepal. Asian Journal of Development and Human Resources, 15(1), 25–41. https://doi.org/10.32795/ajdhr.2024.15.1.003
UnitedNations.(2015).Transformingourworld: The 2030 Agenda for Sustainable Development. Retrieved from https://sdgs.un.org/2030agenda
Downloads
Published
Issue
Section
License
Copyright (c) 2026 CGCI International Journal of Administration, Management, Education and Technology
This work is licensed under a Creative Commons Attribution 4.0 International License.
