Effect of training and career development on employee performance at PT. Bank Mandiri (persero) tbk. regional retail collection and recovery units region II / Sumatera 2

https://doi.org/10.31295/ijss.v4n2.1702

Authors

  • Nurul Hasanah Master of Management, Sriwijaya University, Palembang, Indonesia
  • Badia Perizade Lecturer of Magister Management, Economic Faculty, Sriwijaya University, Palembang, Indonesia
  • Marlina Widiyanti Lecturer of Magister Management, Economic Faculty, Sriwijaya University, Palembang, Indonesia
  • Mohamad Adam Lecturer of Magister Management, Economic Faculty, Sriwijaya University, Palembang, Indonesia

Keywords:

Bank Mandiri, career development, employee performance, training

Abstract

This study aimed to determine the effect of training and career development on the performance of employees of PT. Bank Mandiri (Persero) Tbk. Regional Retail Collection and Recovery Unit Region II / Sumatera 2. The population in this study were all employees in 2020 at Bank Mandiri Regional Retail Collection & Recovery Unit Palembang area. The sample in this study was 137 employees using a simple random sampling method. The data collection method used a questionnaire distributed to all employees, and the data was processed using multiple linear regression analysis. This study indicates that training and career development have a positive and significant influence on employee performance. Training and career development together have a positive and significant impact on employee performance. This research is expected to add good knowledge to be applied and made recommendations for companies in analyzing problems related to training and career development of organizations or companies and their effects on employee performance.

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Published

2021-07-22

How to Cite

Hasanah, N., Perizade, B., Widiyanti, M., & Adam, M. (2021). Effect of training and career development on employee performance at PT. Bank Mandiri (persero) tbk. regional retail collection and recovery units region II / Sumatera 2. International Journal of Social Sciences, 4(2), 211-219. https://doi.org/10.31295/ijss.v4n2.1702

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