TNA

It was also identified that employees struggle with situations where they need to inform inquiring customers of information about the company that they least know about. This kind of unexpected performance can be associated with the lack of certain working techniques that are expected of employees servicing any financial institution. After research and extensive study, it was identified that an objective training program could instrumentally work towards generating desired worker qualifications at the federation.
Allison Rossett and Lisa Schafer-2012 in Job Aids and Performance Support, cite objective training as a possible solution for under-performance of otherwise qualified employees (Rossett &amp. Schafer, 2007). The actual performance of employees dictates the overall performance of a company. However, there is a set level of individual performance that is expected of employees at a company. This expected level of performance is rarely achieved. When the Actual performance is lower than the expected performance at whatever level of delivery, a performance Gap that is relatively more specific is normally created. This performance gap is a measure of the difference between the expected performance and the actual performance levels of a company. On an average scale, most of the tellers at Navy Union are giving in lesser input per day and this can be associated with customer relations and PR conditions at the company. The company’s Money’s and customer relations training program will work toward increasing the referrals of the tellers and generally raising their confidence levels when dealing with customers that creates an expected “good” name of the company (Blanchard&amp. Thacker, 2010).
After the identification of the performance gap and settling on training as a solution, the Navy Union could now provide its employees with a set of expected outcomes of the training so that when they go into the training program, they are aware