Training as one dimensions of HRM practices has influenced the employee's performance in many directions. We are going to take a closer look at the relationship between training and employees' performance by this thesis. From the perspective of organizational, to what extent the training can contribute to the personal performance. By the research in Shanghai with 250 responses to 1 questionnaire in service industry, this research focuses on the motivation and self-efficacy training for service company in Shanghai. However, I must admit that this investigation inevitably has certain limitations and methodological flaws. These limitations are research design, analysis execution, English expression, and a lack of attention to influencing variables, the number of respondents and their roles in the service organization. With 250 responses to 1 questionnaire the data collection range may limited. However, the relationship between motivation and self-efficacy training and employees' performance can also lead to the conclusion by this research.
Achieving a good result and having good performance is a crucial goal for any organization and employee; however, there are many important factors that influence the performance. Whereas, company training should be a significant factor that could have influence on employees' performance. This research attempts to explore the impact of motivation and self-efficacy training on employees' performance. And, the purpose of this research is to examine how to invest in employee training, the effect the invested-on motivation and self-efficacy have on the employees' job performance. Training is a crucial determinant of organizational behavior and effectiveness (Bowen & Ostroff, 2004; Delaney & Huselid, 1996; Kianto, Sáenz, & Aramburu, 2017). In this regard, the current research have collected data with 250 questionnaires from employees who are working in service company in Shanghai China. A questionnaire involves the questions like employees training frequency and training effectiveness, employee turnover, job security, benefits, and rewards, etc. Methods for descriptive statistics and multivariate analysis of variance were applied to produce the most meaningful results. This study shows that the P value (Sig.) between motivation and employees' performance is .0002, self-efficacy and employees' performance is .0003, training and employees' performance is .0002, motivation and training is .0001, self-efficacy and training is .0003, there is a strong positive relationship between motivational training, self-efficacy training and employee personal performance. However, even training can affect employee performance, but on an individual level, the impact is limited. This study draws the following conclusions: (1) Corporate training may not have such a strong impact, especially on employee mobility and psychological impact. (2) Both motivation and self-efficacy training have impacts on employees' personal performance. Moreover, the results of this research will help to manage companies more efficiently.