AD ALTA
JOURNAL OF INTERDISCIPLINARY RESEARCH
While making an analysis of data presented in tables 2 and 3 it is
worth noticing for which cases the level of significance is lower
than 0.05 (it is indicative of a statistically significant difference
between the levels of organising of trainings with regard to the
grouping variable).
From the values of average ranks, the information about the
level of formalisation of performance of professional duties
stated by the respondents can also be read out. The higher the
rank at a given level of organising of trainings, the higher the
level of formalisation of work in the enterprises in the opinion of
the respondents (these issues should be considered within the
framework of the pairs of variables).
4 Discussion
In case of trainings within the scope of the cold knowledge
resources lack of significant difference of the variables tested
with regard to the grouping variable was indicated by two pairs
of particular levels of organising of trainings. Special trainings
and mixed form were one of them, whereas lack of trainings and
performance of duties were other one. These are, in a way, two
extreme cases of pairs. In case of one of them, one has to deal
with two levels of organising of trainings of the highest level of
organising, in case of the other – with the lowest level of
organising (or even with the lack of formal trainings). It is also
important that in case of a statistically significant difference of
pairs of levels of training organising in both areas (i.e. within the
scope of documentation and databases) the trainings of higher
level of organising scored higher ranks, that is the
acknowledgment of a stronger influence of formalisation of
work in the enterprise.
In case of the variable testing the level of organising of trainings
within the scope of documentation, it was impossible to indicate
a statistically significant difference for the pair: lack of trainings
and special trainings. The unsatisfactory significance level
obtained is in this case, however, only 0.005 above the limit
value, which could have been caused by the sampling method
and the structure of the group of respondents. Descriptive
statistics show that in case of lack of trainings 32% of
respondents’ answers concerned simultaneously indications of
rather strong and strong influence of formal rules of work,
whereas in case of special trainings it was as many as 62% of the
answers.
It is worth emphasizing that the indicated relationship between
the level of formalisation of work and the level of organising of
employee training is not surprising in the light of the
arrangements made in the introduction to this work. Formal
decisional procedures and criteria are essential for designing,
organising and implementing employee trainings (Singh, Vohra,
2009). However, it is emphasized that high formalisation of
work which is expressed by, among other things,
bureaucratisation of the procedures in the organisation does not
favour building of employee engagement (Bendkowski, 2017).
This engagement is crucial for achieving expected results of the
training itself as well as enterprise performance and job
satisfaction of employees (Lai et.al., 2017). Therefore, the
indicated lack of statistically significant difference with regard to
the level of formalisation of work between pairs of forms of
trainings representing the lowest and the highest level of
organising seem to be extremely interesting. These facts may
indicate two issues. Firstly, even if the enterprise is characterised
by low formalisation of work there is a possibility not to use
forms of employee trainings organised in the most poorest way.
Secondly, in case of the conditions of high formalisation of work
in the enterprise the most formalised ways of training personnel
are not necessarily applied.
5 Summary
Cold knowledge makes it possible to widespread the
understanding of the sense of performed professional duties
among employees and make them aware of their connection with
other organisational areas and processes. The above-mentioned
issues are undoubtedly related to the knowing and obeying
procedures and regulations; therefore, they also constitute a part
of the issue related to the level of formalisation of conditionings
of undertaken professional duties. From this point of view
organising of employee trainings is, on the one hand, an
implemented internal procedure in the enterprise which depends
on the existing formal organisational solutions, and, on the other
hand, it may favour the establishment of a deepened
understanding of the essence and interdependencies of formal
rules regulating the functioning of this entity.
The results of the conducted study make it possible to assume
the hypotheses made in this paper. However, the obtained results
indicate that despite a general relationship between the level of
organising of employee trainings within the scope of the selected
areas of cold knowledge and the level of formalisation of work
in the enterprise, in the opinion of the respondents included in
the study, there is lack of statistically significant difference in
the application of pairs of trainings representing simultaneously
two forms of the lowest and two forms of the highest level of
formal organising. It may prove a practice applied in the
enterprises within the scope of organisation of trainings which
would indicate that in specific conditions the forms of organising
trainings within the framework of these pairs may be applied
interchangeably. It implies an assumption that planners and
organizers of trainings may to some extent of freedom decide
upon the form of training. It seems important for the need to
build the employees’ engagement to become a criterion deciding
upon a particular form of training within this context. However,
due to the applied sampling method the obtained results may
only be referred to the studied group.
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