TRAINING, PERFORMANCE EVALUATION AND MOTIVATION IN A TRADE COMPANY: EMPLOYEE SURVEY
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Abstract
Rapid market and technological change make employee development a central challenge in the trade sector, where service quality and staff turnover directly affect organisational performance. Organisations benefit when training, performance evaluation, motivation and feedback reinforce each other rather than operate as isolated practices. Accordingly, the present study analyses the interaction of the aforementioned human resource management processes in one trade company from the perspective of its employees. The present study combined a literature analysis with a quantitative employee survey, and collected responses from 73 employees using a structured questionnaire and a five-point Likert scale. The mean scores were computed, and four thematic indices were constructed (training, performance evaluation, motivation and feedback). Relationships were tested using Spearman correlations. Employees' ratings of performance evaluation are moderately positive (M=3.51–3.78), yet they evaluate fairness less favourably (M=3.06), indicating the need for clearer criteria and greater transparency. The training programme has received highly favourable ratings for its practical applicability (M=4.11) and managerial support in development planning (M=4.07). Conversely, team discussion of training outcomes (M=2.82) and opportunities for personal development (M=2.63) have received lower ratings. The concept of motivation is predominantly influenced by intrinsic motivators, such as creativity (M=3.41) and the sense of purpose in one's work (M=3.37). In contrast, extrinsic motivators, including financial incentives and tangible rewards, along with the clarity of the motivation system, exhibit a comparatively weaker influence (M=2.42–2.73; motivation index M=2.91). Feedback is identified as the strongest domain (item means 4.30–4.48; feedback index M=4.39). Spearman correlations confirm strong positive relationships among the processes (r≈0.85–0.92; p<0.001), supporting the view that they form a mutually reinforcing system. Consequently, the company can enhance its engagement by elucidating appraisal criteria, expanding development opportunities beyond job-specific training, and implementing a more transparent and consistent incentive system. Furthermore, it can leverage its robust feedback culture to improve overall integration and employee engagement.
How to Cite
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human resource management, employee development, feedback practices, employee engagement
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