Continuation of Job Training Programs

Oct 13, 2025 by pynkocean.com 38 views

Effect of Job Training and Knowledge Sharing on Employee Performance at PT Perkebunan Nusantara III (Persero) Medan

Introduction

Employee performance is a critical aspect of any organization, as it directly impacts the company's overall success and achievement of its goals. In the context of PT Perkebunan Nusantara III (Persero) in Medan, employee performance is influenced by various factors, including job training and knowledge sharing. This study aims to analyze the effect of job training and knowledge sharing on employee performance at PT Perkebunan Nusantara III (Persero) in Medan.

The Importance of Employee Performance

Employee performance is the result of the quality and quantity of work achieved by an employee in carrying out his duties and functions in accordance with the responsibilities given. It is influenced by various factors, including job training, knowledge sharing, and organizational culture. In the context of PT Perkebunan Nusantara III (Persero), employee performance is critical to the company's success, as it directly impacts the achievement of its goals and objectives.

The Role of Job Training in Employee Performance

Job training is a critical aspect of employee development, as it enables employees to acquire new skills and knowledge that are essential for their job performance. At PT Perkebunan Nusantara III (Persero), a structured and relevant training program with job needs can improve employee competence. In addition, training also functions as a motivation, making employees feel more valued and strengthen their attachment to the company. This can encourage them to give the best in every task they live.

The Benefits of Knowledge Sharing

Knowledge sharing is a process in which employees share information, skills, and experiences that can be useful for their colleagues. In the context of the company, the culture of sharing knowledge can create a collaborative and innovative work environment. When employees share knowledge, it is not only the ability of individuals to increase, but also the whole team and company. With the knowledge sharing, employees will also more easily overcome problems, because they can take advantage of the experiences of others.

The Impact of Job Training and Knowledge Sharing on Employee Performance

This study aims to analyze the effect of job training and knowledge sharing on employee performance at PT Perkebunan Nusantara III (Persero) in Medan. With a quantitative research approach and the analytical method used is multiple linear regression analysis. The sample was taken with a saturated sample technique, which involved 31 respondents. Data collection was carried out through a questionnaire using a Likert scale. Data analysis techniques include reliability tests, validity tests, classical assumptions, and hypothesis tests.

The Results of the Study

The results showed that job training and knowledge sharing had a significant influence, both partially and together, on the behavior of organizational citizenship behavior (OCB) employees at PT Perkebunan Nusantara III (Persero), with a contribution of 76.0%. This indicates that work training and sharing behavior between employees is very influential on their performance. The more often employees participate in job training and the more they are involved in the process of sharing knowledge, the more performance will increase.

Conclusion

Overall, both job training and knowledge sharing have a significant impact on employee performance. Therefore, it is important for the management of PT Perkebunan Nusantara III (Persero) to continue to develop and improve training programs and encourage the culture of sharing knowledge among employees. Thus, the company can ensure that employees have the competencies needed and are able to contribute optimally to the achievement of company goals.

Recommendations

Based on the findings of this study, the following recommendations are made:

Continuation of Job Training Programs: The management of PT Perkebunan Nusantara III (Persero) should continue to develop and improve job training programs to ensure that employees have the necessary skills and knowledge to perform their jobs effectively.
Encouragement of Knowledge Sharing: The management of PT Perkebunan Nusantara III (Persero) should encourage the culture of sharing knowledge among employees to create a collaborative and innovative work environment.
Monitoring and Evaluation: The management of PT Perkebunan Nusantara III (Persero) should monitor and evaluate the effectiveness of job training and knowledge sharing programs to ensure that they are meeting their intended goals.

Limitations of the Study

This study has several limitations, including:

Sample Size: The sample size of this study was limited to 31 respondents, which may not be representative of the entire population of employees at PT Perkebunan Nusantara III (Persero).
Data Collection Method: The data collection method used in this study was a questionnaire using a Likert scale, which may not be the most effective method for collecting data on employee performance.
Analytical Method: The analytical method used in this study was multiple linear regression analysis, which may not be the most appropriate method for analyzing the data.

Future Research Directions

Future research should focus on:

Investigating the Impact of Job Training and Knowledge Sharing on Employee Performance in Different Contexts: Future research should investigate the impact of job training and knowledge sharing on employee performance in different contexts, such as different industries or countries.
Developing a More Comprehensive Model of Employee Performance: Future research should develop a more comprehensive model of employee performance that takes into account multiple factors, including job training, knowledge sharing, and organizational culture.
Investigating the Role of Leadership in Employee Performance: Future research should investigate the role of leadership in employee performance, including the impact of leadership style and behavior on employee performance.
Frequently Asked Questions (FAQs) about the Effect of Job Training and Knowledge Sharing on Employee Performance

Q: What is the main objective of this study?

A: The main objective of this study is to analyze the effect of job training and knowledge sharing on employee performance at PT Perkebunan Nusantara III (Persero) in Medan.

Q: What is the significance of employee performance in an organization?

A: Employee performance is a critical aspect of any organization, as it directly impacts the company's overall success and achievement of its goals. It is influenced by various factors, including job training, knowledge sharing, and organizational culture.

Q: What is the role of job training in employee performance?

A: Job training is a critical aspect of employee development, as it enables employees to acquire new skills and knowledge that are essential for their job performance. At PT Perkebunan Nusantara III (Persero), a structured and relevant training program with job needs can improve employee competence.

Q: What is the importance of knowledge sharing in an organization?

A: Knowledge sharing is a process in which employees share information, skills, and experiences that can be useful for their colleagues. In the context of the company, the culture of sharing knowledge can create a collaborative and innovative work environment.

Q: What are the benefits of job training and knowledge sharing on employee performance?

A: The benefits of job training and knowledge sharing on employee performance include:

Improved employee competence
Increased motivation and job satisfaction
Enhanced collaboration and teamwork
Improved problem-solving and decision-making skills
Increased employee engagement and commitment to the organization

Q: What are the limitations of this study?

A: This study has several limitations, including:

Sample size: The sample size of this study was limited to 31 respondents, which may not be representative of the entire population of employees at PT Perkebunan Nusantara III (Persero).
Data collection method: The data collection method used in this study was a questionnaire using a Likert scale, which may not be the most effective method for collecting data on employee performance.
Analytical method: The analytical method used in this study was multiple linear regression analysis, which may not be the most appropriate method for analyzing the data.

Q: What are the recommendations for future research?

A: Future research should focus on:

Investigating the impact of job training and knowledge sharing on employee performance in different contexts, such as different industries or countries.
Developing a more comprehensive model of employee performance that takes into account multiple factors, including job training, knowledge sharing, and organizational culture.
Investigating the role of leadership in employee performance, including the impact of leadership style and behavior on employee performance.

Q: What are the implications of this study for organizations?

A: The implications of this study for organizations are:

The importance of investing in job training and knowledge sharing programs to improve employee performance and organizational success.
The need to create a culture of sharing knowledge and collaboration among employees to enhance teamwork and problem-solving skills.
The importance of monitoring and evaluating the effectiveness of job training and knowledge sharing programs to ensure that they are meeting their intended goals.

Q: What are the future directions for this research?

A: Future directions for this research include:

Investigating the impact of job training and knowledge sharing on employee performance in different contexts, such as different industries or countries.
Developing a more comprehensive model of employee performance that takes into account multiple factors, including job training, knowledge sharing, and organizational culture.
Investigating the role of leadership in employee performance, including the impact of leadership style and behavior on employee performance.