Factors improving employees’ performance: a case study on national bank of uzbekistan

1. FACTORS IMPROVING EMPLOYEES’ PERFORMANCE: A CASE STUDY ON NATIONAL BANK OF UZBEKISTAN

PROJECT PROPOSAL
By
KAMALOV HUMOYUNIDDIN

2. CONTENTS

INTRODUCTION
LITERATURE REVIEW
RESEARCH METHODOLOGY
FINDINGS AND ANALYSIS
CONCLUSIONS AND RECOMMENDATIONS

3. INTRODUCTION Background of the Study

Banking and other industries of Uzbekistan have been growing since the
country got its independence in 1991 and started the development of science
and technologies. In the purpose of development of education and training
the Uzbekistan Government established complimentary institutions like
the Centre for Management Development, Industrial Training Fund,
Logistics Training in Uzbekistan, Training Centre for HRM, and specialist’s
refresher training courses at the National University of Uzbekistan, Tashkent
State University of Economy and Tashkent Financial Institute. These were
put in place to train and retrain employees as well as give orientation to fresh
graduates of formal academic institutions. The Uzbekistan-Japan Centre for
Human Development was established in 2000.
Moreover, training plays a very important role on employees’ productivity
and performance. Brum (2007) said that training and development is
perhaps the most powerful technique to ameliorate the staffs identify towards
institution productivity. Employee performance would certainly increase
through training and development. The researchers Iftihor (2009) said that
employee training is the essential activity to grow the productivity of the
organization, and their study was based on the health sector.

4. INTRODUCTION Background of the Study

NBU created the personnel training strategy for its employees in
line with government aspiration. This personnel training strategy is
aimed at development of training and retraining of Bank’s
personnel. The National Bank of FEA of the Republic of
Uzbekistan builds up its advanced training system based on the
operational needs and strategic interests of the Bank. Its great
attention is attached to the issue of preparation of the reserve
personnel currently comprising 364 perspective specialists from the
NBU of FEA RU system (Annual report, 2019).
Off the job training at Banking and Finance Academy of the
Republic of Uzbekistan (BFA) within the two year Master’s course
program upon the results of the year 2019, 8 employees entered and
successfully finished their course, 9 Bank employees were
transferred to the second course of the BFA. The BFA graduates
make up the core personnel reserve for the promotion to the
nomenclature positions (Annual report, 2019).

5. INTRODUCTION Company Profile

The National Bank for Foreign Economic Affairs of the Republic of
Uzbekistan was established by Decree of the first President of our
country I. Karimov in September 1991.
Based on the Decree of the President of the Republic of Uzbekistan
No. PP-4540 dated November 30, 2019 on Measures to transform
the organizational form of the National Bank for Foreign Economic
Affairs of the Republic of Uzbekistan from Unitary Enterprise into
a Joint-Stock Company, Uzbek National Bank was transformed into
a Joint-Stock Company.
The Ministry of Finance and the Fund for Reconstruction and
Development of the Republic of Uzbekistan are the shareholders of
NBU JSC.

6. PROJECT DESCRIPTION Problem Statement

Employees are integral part of a business as without them no production activity can
take place. Their work contribution largely influences the performance and success
rate of an organization. Performance can be seen in two forms; namely job
performance and organizational performance (Otley, 1999). An organization that is
performing well is one that is successfully attaining its objectives through
employee’s work training (Hunter, 1986). Hence, knowing the factors that can
improve positive employees’ performance need to be identified (Mohammad and
Nimalathasan, 2011).
Banks have traditionally provided various types of training for it workforce for this
very reasons. This is also with NBU which has incorporated staff training as an
integral part of its activities. These training have allowed NBU to successfully
compete in the local environment with other banks and prepare it to compete in the
global arena in the future. Based on the financial performance of the bank, there is
indication of good performance over the years. There are different functional areas
and factors that are influenced by training, some having major and some minor
influence on the overall performance. It is the researcher’s aim to investigate the
correlations between the factors and performance; especially the weights and
direction of these gains.
It is expected that once the correlations are establish, those variables having low
correlation can be isolated for more thorough investigation by NBU and specific
remedial measures taken. This can help with future training direction by directing
resources to importance issues of performance not gained through current training
program to further employees’ performance at this bank.

7. PROJECT DESCRIPTION Significance of the study

This research shall fill a gap in studies on factors
improving employees’ performance at NBU, Uzbekistan.
There is lack of researches in this area in the country,
specifically in the banking industry. With this research,
those in the banking industry will see the importance of
knowing the factors contributing towards improving
employees’ performance.
Besides that, this research is also expected to be a useful
reference for researchers who are looking at expanding
their knowledge on human behavior, performance, growth
and the banking industry.

8. PROJECT DESCRIPTION Research Objectives

.
The basic goal of this research is to explore the factors improving
employees’ performance at NBU.
To investigate the relationship between training factors and
employees’ performance at NBU.
To investigate the relationship between training factors and
employees’ job satisfaction at NBU.

9. PROJECT DESCRIPTION Research Questions

• There are significant relationship between training
factors and employees’ performance at NBU?
• There are significant relationship between training
factors and employees’ job satisfaction at NBU?

10. LITERATURE REVIEW

Marciano (2010) had contended in his research that employees can be defined as anyone
that had been employed by an organization in return to for a payment such as wages,
salary, commission and piece rates under a contract of service. Mercy (2010) added that
an employee may not be a self-employed or an independent contractor, a share milkier,
a real estate agent whose agreement says they are an independent contractor, a volunteer
who does not receive a reward for working (Mercy, 2010). An employee can be
appointed on a part-time basis, full time basis, or on a contract of employment. This
contract of employment can be in oral, written, express or implied, and has recognized
rights and duties (Thomas, 2009). All the employees can be differentiated according to
their status of tax payment and other employment laws (Blank, 2012).
In addition, the employment of independent workers and contingent workers had
increased in the recent years. There were many reasons given behind this situation.
Among the common reasons cited are cost reductions particularly in the aspect of salary,
benefits, and employment taxes and increasing the flexibility of the workforce
(Kelleher, 2013).
Cabonora (2012) had stated that the employees are receiving money in exchange for the
amount of work, tasks, venue, time and task specification that has been agreed to be
performed. This amount of money is what been considered as the earning for the
employees. An employee is an agent of the employer but not all agents of the employer
are necessarily employees. For example, an employer might hire a law firm to pursue
debt claim (Carter, 2004). Burton in the year (2000) added that an employee is someone
who has entered into or works under a contract of service or apprenticeship with an
employer whether by way of manual labor, clerical work. An employee is often
determinative of tax status as employment income is generally taken as straight income
paid to the individual.

11.

Conceptual Framework
Training factors
On-the-job
Improvement
Level
Training
Employees’
Performance
Off-the-job
Job
Satisfaction
Level
Non-training factors
Motivation
Job security
Career
development
opportunities
Goal attaining
intention
Improvement
Level
Training
Employee Profile
(Gender, Age, Academic
background, Salary Scale,
Years working)

12. Conceptual Framework

Research framework of the study consist of “Employee
Performance” as the dependent variable as it can be affected by
all the mentioned independent variables at any time (On-thejob-training, Off-the-job-training, Motivation, Job security,
Career development opportunities, Goal attaining intention)
which can easily influence the dependent variable in either a
positive or a negative way according to the situation prevailing.

13. APPROACH AND METHODOLOGY Research Design

Research design is the conceptual structure within which research is
conducted, constitutes blue print for collection, measurement and analysis of
data. Research design is a detailed outline of how an investigation will take
place. A research design will typically include how data is to be collected, what
instruments will be employed, how the instruments will be used and the
intended means for analyzing data collected.
This research adopts descriptive and co-relational research design.
Descriptive design is a study designed to depict the participants in an accurate
way. More simply put, descriptive research is all about describing people who
take part in the study. There are three ways a researcher can go about doing a
descriptive research project, and they are observational, defined as a method of
viewing and recording the participants, case study, defined as an in-depth study
of an individual or group of individuals and survey, defined as a brief interview
or discussion with an individual about a specific topic. While, co-relational
comprises of collecting data to determine whether, and to what extent, a
relationship exists between two or more quantifiable variables. Co-relational
research uses numerical data to explore relationships between two or more
variables. The degree of relationship is expressed in terms of a coefficient of
correlation. If the relationship exists between variables, it implies that scores on
one variable are associated with or vary with the scores on another variable.
The exploration of relationship of the relationship between variables provides
insight into the nature of the variables themselves as well as an understanding
of their relationships. If the relationships are substantial and consistent, they
enable a researcher to make predictions about the variables.

14. APPROACH AND METHODOLOGY Data collection

According to Elliot and Woodward (2007), it is argued that to
have a clear understanding of the data obtained from a research
like a survey, it is important to carry out normality tests.
Normality test helps in deciding what method to use to analysis to
data. The Shapiro-Wilk test is used to test normality for a data set
containing less two thousand elements and above two thousand
elements use from Kolmogorov‐Smirnov (Maths-StatisticsTutar.com, 2010). There are two kinds of statistically significant
tests that can be done on the null hypothesis, which Parametric
and non–parametric tests. Parametric tests have the assumption
that the data is drawn from a population that is normally
distributed while non-parametric tests have the assumption that
sample data is drawn from a population that is not normally
distributed.

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