training and employee performance in mayfair safari …
TRANSCRIPT
TRAINING AND EMPLOYEE PERFORMANCE
IN MAYFAIR SAFARI HOTEL JINJA, - UGANDA
A Research report Presented to
the School of Business and Management
Kampala International University
Kampala, Uganda
In Partial Fulfillment of the Requirements for the Bachelor of
Human Resource Management
By:
Ali Fatuma Abdullahi
BHR/20029/82/DF
December, 2011
1
DECLARATION
I declare that this report is my original work and has not been presented for a Degree or any other academic award in any University or Institution of Learning
---------------------------
Signature (Ali Fatuma Abdullahi) Date
2
APPROVAL
I confirm that the work reported in this thesis was conducted by the candidate under my supervision.
MBAGO Ronald
Date:----------------------------------
3
Dedication
This thesis is dedicated to my mother whose prayers have enabled me to reach heights
that I would never have reached
4
Acknowledgement
I thank all the people whose assistance enabled me to accomplish my studies successfully;
special thanks go to father for the continuous financial and spiritual support he renders towards
my education.
I greatly appreciate the guidance provided by my supervisor Mr. Mbago Ronald for the
successful design and presentation of my research.
I also wish to thank my family members, friends and classmates, who provided me with vital
moral and spiritual support. Thank you very much.
Above all, I thank Allah, without whose inspiration and guidance, I would neither have tackled
nor accomplished my studies.
5
Abstract
This study on training and employee performance in Mayfair Safari Hotel, Jinja -
Uganda was based descriptive correlation survey designs. The researcher used a self
administered questionnaire to collect primary data from 67 employees, using simple
random sampling. Data analysis was done excel frequencies and percentages.
The study was based on three specific objectives: (i) to examine the different
methods/approaches used in training employees, (ii) to examine the impacts of training
on employee performance and (iii) to establish the relationship between employee
training and performance
The findings showed that majority of the respondents were male, with age bracket of
20 - 29 years, more than half of the respondents were married; and still more than half
were certificate holders and above, waiting staff dominated the study and majority had
experience of one to two years. It went ahead to reveal coaching, mentoring and job
rotation as the major approaches used by the hotel in training employees. On the other
hand, quality output, increased productivity, reduced rate of accidents and were sighted
out as the major impacts of training in the organization. The researcher concluded that
there is significant relationship between training and employee staff performance in
Mayfair Safari Hotel.
The researcher recommended that if employee performance is to be improved in
Mayfair Safari Hotel, management should; a) ensure that employee arE regularly
trained and the training method should be relevant and up to date, (b) any training
should be geared towards equipping employees with competencies like knowledge,
abilities and skills, (c) to ensure value for money invested in training, employees should
be given feedback to enable evaluate the relevance and contribution of any training
program.
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Background of the study
CHAPTER ONE
INTRODUCTION
Training is any learning activity directed towards the acquisition of specific knowledge
and skills for the purpose of an occupation or task. It can be any process by which the
aptitudes, skills and abilities of employees to perform specific job are increased.
Training is a job oriented, that is, it is aimed at specific job related objectives. It also
has a utilitarian objective. Employee training is the processes of imparting pre
determined skills to employee to enable them perform their current and future tasks
very well.
Trained employees are advantageous because they minimize costs to an organization;
costs of production/ service are minimized among others. Time saving becomes the
order of the day in an organization that continuously trains their employees. However,
the exercise of training is resource consuming since it is done continuously to keep
track of the rapid changing methods of doing things. Besides that, due to the increased
demand for experienced !abor by many organizations, they continue to train employees
as they leave the organization.
Performance is the way in which an activity is accomplished; in particular the level of
standard to which a task is accomplished, is adopted, carried out or achieved within the
working environment. The purpose of training is to increase the competence for doing
certain jobs. The competence gained from training ought to be demonstrated in a work
situation by achieving certain practical results or certain level of performance.
Mayfair Safari Hotel was first called "Blue Cut" but by 1992 the name changed after the
then owners became bankrupt, sold it to its current owners who named it Mayfair Safari
Hotel. It is found on Plot 3 Clive Road East, Jinja District in the Eastern part of Uganda.
It neighbors Jinja Modern Restaurant on the west, American Supermarket in the East,
opposite Iganga Road (south) and Mango Bar and Restaurant in the North.
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Through training, organizations are able to produce high output that would where
training is limited to specific sections of employees. However lack of training in Mayfair
Safari hotel has led to poor decision making, ineffectiveness in policy implementation,
low performance, and high labor turn over, increased rate of conflicts, reduced
commitment and morale which affects the performance of employees in Mayfair safari
Hotel.
Statement of the problem
Most organizations have adopted the philosophy of investing in training of their
employees with a core motive of improving on the knowledge, skills and attitudes of
their employees to improve on their performance. The lack of training in Mayfair Safari
Hotel has resulted reduced productivity, increased rate of conflict, poor coordination of
activities, this in turn as affected the performance of employees in Mayfair Safari Hotel.
Purpose of the study
The purpose of this study was establish the relationship between training and employee
performance in Mayfair Safari Hotel
Objectives of the study
The study was guided by the following specific objectives.
i. To examine the different methods/approaches used in training employees.
ii. To examine the impacts of training on employee performance
iii. To establish the relationship between employee training and performance
Research Questions
The study ai'lled at answering the following research questions.
i. What are the different methods/approaches used in training employees.
ii. What is the impacts of training on employee performance
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iii. What is the relationship between employee training and performance
Scope of the study
The study was carried out in Mayfair Safari Hotel, found in the District of JinJa District;
and it covered all the staff members at their various levels. The study was limited to
different training methods, impacts of training and the relationship between the study
variables. Lastly, the study was carried out between the month of June and December
2011.
Significance of the study
It was anticipated that the findings of this study was to benefit the following parties;
a) Management of Mayfair Safari Hotel; since it was intended to identify the causes
of poor performance of the employees, the information is useful to
management in designing appropriate policies help them to address this
problem.
b) Researcher; since it is a fulfillment of the of the requirement for the award of a
bachelor's degree in Human Resource Management
c) Library; the study added knowledge to the existing one and provide update
literature for academicians and administrators in the department of human
Resource Management and findings may be used for future literature review.
d) Future researchers; the findings of this study is to be used by future researchers;
like students and lecturers as reference to their study.
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Conceptual framework
Training
Positive Impacts • Increased • Increased commitment • Improved relationship • Creativity &
Innovation • Proper utilization of
resources
Negative Impacts • Poor performance • Conflict • Reduced Morale • Absence of creativity
&Innovation • Injury & Damage of
resources
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Performance
Definition of Concepts
CHAPTER TWO
LITERATURE REVIEW
Performance refers to the degree of accomplishment of the task that makes up an
employee's job. (Leslie W. Rue at el, 2000). It reflects how well an employee is fulfilling
the requirements of the Job. Often confused with effort which refers to energy
expended, performance is measured in terms of results.
Kerry Thomas (1995) defined performance as the way in an activity is accomplished; in
particular the level of standard to which a task is accomplished, is adopted, carried out
or achieved within the working environment.
Cole (1983) defines training as any learning activity directed towards the acquisition of
specific knowledge and skills for the purpose of an occupation or task. Saleemi (1999)
regards training as any process by which the aptitudes, skills, and abilities of employees
to perform specific jobs are increased. Beardwell and Holden (1997), view training as "a
i:,lanned process to modify attitude, knowledge or skill behavior through learning
experience to achieve effective performance in any activity or range of activities"
Employee training is a dynamic process of human resource development through
which employees are equipped with knowledge, skills, right and other qualities
necessary for achievement of the desired performance standards and for the effective
achievement of organizational goals, (Thompson, 1997). It is an essential ingredient of
human resource development and is crucial in that its absence would spell stagnation
and even regression of employee advancement.
Objectives of training employees
Chuck Williams (2002) came up with three major objectives of training employees. He
asserts that it is the training objective which determines the training method or
technique to be used. These objectives are below: 11
❖ Imparting Knowledge and Information. And the training methods used are: Film and
Video; Lecture; Planned reading.
❖ Developing Analytical and problem solving skills. The training methods used are:
Case study; Coaching and mentoring; Group discussion.
❖ Practice, learning or change of job behaviors: On-the-job training (OJT); Role play;
Simulation and Games; and Vestibule training
Factors to be considered in performance
There are several factors that are considered in performance and they are highlighted
below;
.Goal; a good goal is a different state of affair that an Individual or Organization actively
seeks to achieve. Individual set goals and are motivated to achieve them regardless of
any factor. (Pearson, 1999)
Standard; standards tell when the goal was accomplished. Without standards, it is
hard to tell whether or not the goal was attained. The standard answers the question,
how do I know that am successful? (Oldman, 1979). Therefore employees must be told
clearly and precisely what the standards and expectations are and how they are to be
met. (Scullion and Linehan, 2005).
Feedback; Goal, standards and feedback are intertwined; Feedback reports both
quality and quantity of progress towards a goal that is defined by standards. Feedback
is particularly important when we consider real goals. Goals that are accepted by
employees are meaningful and worthwhile. (Lupton, 1972).
Competence; competence is a key ingredient in performance. There are skills that are
needed to perform a particular task. The person to do a particular task must be able to
do it. The important question is, do I have competence that will permit me to perform
the task required to achieve the goal? (Maslow, 1994)
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Determinants of performance
Job performance is the net effort an employee's effort as modified by abilities, role,
perception and results produced. (Lloyd L. Byars, 2000). This implies that performance
in a given situation can be viewed as resulting from the interrelationship among efforts,
abilities, role perceptions and results produced:
► Effort; effort which results from being motivated refers to the amount of energy an
employee uses in performing a job.
► Abilities; these are personal characteristics used in performing a job. Abilities
usually do not fluctuate widely over a short period of time.
► Role perception; it refers to the direction in which employees believe they should
channel their efforts on their jobs. The activities and behaviors employees believe
are necessary in performance of their jobs define their role perception.
► Results produced; results produced are usually measured by standards created by
the degree of attainment of management-directed objectives.
Methods used in employee job training
Training methods are classified in two ways; on-the-job and off-the-job training. Most
training takes place on-the-job because this approach is simple to implement and is
usually inexpensive. However, on-the-job training can disrupt the work place and result
in an increase in errors while learning takes place. Also some skill training is too
complex to learn on job. In such cases, it should take place outside the work setting
(off-the-job).
On-the-job training methods
Job rotation; this involves a lateral transfer that enables employees to work at
different jobs. Employees get to learn a wide variety of jobs while gaining increased
insight into the interdependency between job and a wider perspective on organizational
activities. (Coulter et al, 1999).
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Understudying assignment; normally it is for new employees. In trade this
arrangement is called an apprenticeship. In white-collar jobs it is called coaching or
mentor relationship. In each, the understudy works under the observation of an
experienced worker, who acts as a model whom the understudy attempts to emulate.
(Robbins et al, 1999).
Mentoring; a mentor is scmeone in the organization who is usually older, more
experienced, and a higher up in the organization and who can help another person to
achieve his/her career goal. A mentor is someone from whom you can learn and who
can encourage and help you and who serves as adviser, coach, counselor and guide.
(Robbins and Coulter, 1999) This method is helpful for enforcing other kinds of training
and for trainees who benefit from support and personal encouragement. (Chuck, 2002)
Job training and education are vitally important to welfare recipient and other low
skilled workers in achieving long-term economic stability. Recent research consistently
finds that a majority "welfare leavers" get job with low-wages and no benefits Richer et
al, 2001) suggesting that more concerted efforts are needed to help low wages and
help low wage workers become self-sufficient. Numerous studies show that job training
and education increases welfare recipient's ability to achieve long term self-s[!fficiency.
According to Thomas and Cecilia (1993), the following are some of the ways used in
employee training.
Confidence building, this involves providing opportunities to employees to achieve
social esteem and self-c?.nfidence as well as providing them opportunities for self
actualization. These include opportunities for exploring and developing potentials to the
fullest possible levels, for theii- own benefits and of the organization, (Baukaert, 1994).
Coaching, this is where a superior assigns a subordinate staff with a task to perform
while he/she monitors and gives necessary guidance to enable him/her to perform it
better. This can simply be explained by then the old adage "practice makes perfect"
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Israel, House (1989). It involves informal advice, suggestions and guidance, (Chuck
2002)
Monitoring, this involves staff who have more experience, knowledge and skills,
helping and guiding the other staff members to perform their duties efficiently. It is a
cheaper and cost effective way of developing human resources. Monitoring should not ,·
be .viewed as important on the part of the monitored, but rather a learning process
whereby reciprocity between the monitor and the monitored in important, Mero, (1989)
Delegation is a process whereby a superior divides his/her responsibility between
him/self and his /her subordinates in order to achieve both faster accomplishments.
From a strategic and competitive advantage perspective, it is important to integrate
employee performance and organizational performance goal.
Off-the-job training methods
Classroom lectures. Lectures are designed, Instructors present oral presentations to
trainees. These are well suited for conveying specific information. They can be used
effectively for developing technical, interpersonal and problems solving skills. (Cenzo
1998)
films and videos; Films and videos share, inform, illustrate problems and solutions,
and do a good job of holding a trainee's attention. (Chuck 2002). Using media to
explicitly demonstrate technical skills that are not easily presented by other training
methods. (Robbins 1998)
Simulation exercise; these are used to best learn the interpersonal and problem
solving skills such as analysis, experimental exercises, role playing and group
interaction sessions. (Coulter 1999)
Vestibule training; learning tasks on the same equipment that one actually will use
on the-job, but in a simulated work environment. (De Cenzo 1998) The trainee is taught
how to perform the job at his/her own place without disturbing the actual flow of work, 15
making costly mistakes or exposing the trainee and others to dangerous conditions.
(Chuck 2002).
The purpose of Training is to increase me competence for doing certain jobs. The
competence gained from training ought to be demonstrated in a work situation by
achieving certain practical result or certain level of performance.
Performance management is a process by which executives, managers and supervisors
work to align employee performance with the firms' goal, (Ivancevich).
In conclusion, employee performance has been the central role to all management
decisions and have guided several management systems like designing goods working
environment, stress management system, training programs and other several
strategies aimed at improving employee performance, there has been reputable and
sound relationship between employee training and performance but what remains silent
is the magnitude of this relationship.
Impacts of training on employee performance
Harrison (1992), identified the following impacts of training on the performance of an
employee; Increased performance, Increased commitment, Improved employee
employer relationship, Creativity and Innovation, appropriate utilization of
organizational resources, reduced conflicts, increased morale, reduced absenteeism,
reduced damage of organizational property, Increased team work, reduced st;ikes and
burn outs, improved communication within the organization skills, increased
interpersonal skills, proper understanding of organizational goals and objectives,
maximum utilization of the human resources, Increased knowledge base for the
organization, proper utilization of equipment, improved Clerical Support, joint problem
solving.
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DuBrin (1997) classified the impacts of training on employee performance into four
classes, that is to say: Impacts related to the employee; the Job; the manager; and the
company.
The employee; Sufficie~t mental ability and education; Sufficient Job knowledge;
reduced Emotional problem or Personal disorder; reduces dependency on Alcohol and
drug addiction; Tobacco addict:on or withdraw symptoms; reduced job stress and
burnout; Technological Obsolescence; reduced absenteeism and tardiness; reduced
labor turnover; reduced physical and brain injury.
The Job; Minimizes trauma disorder; reduces physically demanding job; reduced
conflict; Standard Industrial hygiene.
The manager; adequate communication about job responsibilities; adequate feedback
about job performance; and appropriate leadership style
The company; Organizational culture that tolerates high performance;
Counterproductive work environment; Positive workgroup influences; reduced threats to
job security; Violence or threats of violence.
Relationship between training and employee performance
The relationship between employee training and performance is based on the impacts
of training on performance. Since the major purpose for training is to increase the
performance of employees by influencing their behaviors. (Certo, 2000). Increased
performance can only be attained when employees are trained. Training is the process
of changing employee behavior and/or attitudes through some type of guided
experience. (Kreitner, 2001). Training increases skills and knowledge, attitude or
behaviors which lead to increased performance. Loewenstern and Spletzer (1998)
Employee training is learning experience in that it seeks a relatively permanent change
in employee such that their ability to perform on the job improves. (Robbins and Cenzo,
1998).
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CHAPTER THREE
METHODOLOGY
Introduction
This chapter presents and describes the methods and techniques that will be used to
collect and analyze data which include research design, Study population, Sample size
.and sampling procedure, Data collection instrument, research procedure, data analysis
and limitation of the study.
Research Design
The study employed both quantitative and qualitative methods of data collection.
Study Population
The population under study comprised employees from different departments like
waiters and waitresses, receptionists, house keepers, cleaners, cooks and chefs,
supervisors and managers making a total number of 80 Respondents and this sample
will be selected from different departments of the Hotel.
Sample size
Out of 80 er.,ployees, the· sample size was 67respondents. This sample was determined . '
using the sloven's formula which states as follows:
n = N
1+ N a2
Where n is the sample size, N stands for population and a2 is 0.05 level of significance
Sampling procedure
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'I
The researcher used simple random selection technique in that whether one was an
internee/probation or confirmed was considered. A list of all rank and administrative
staff was obtained from the human resource department categorized in their respective
departments to act as the sample. Then the sample was obtained from that list at ·,
random and whoever was picked participated in the study. Due to the busy schedule of
some employees, convenient sampling was employed at certain point where
respondents were identified depending on their willingness and availability to take part
in the study .
.Data Collection Instrument '
~elf-administered questionnaire with both open and closed question used where
respondents answered question to the best of their knowledge. This tool was
appropriate because the Hotel staff work in shift (day and evening) and others were
part timers which makes it impossible to employee other tools of data collection like
observation and interviews because the researcher cannot be available to physically
observe employees or interview them.
Research Procedure
The researcher obtained an introduction letter from the School Business and
Management of Kampala International University introducing her to the Hotel
Management seeking permission to allow the researcher access pertinent information
related to her area of study; participants were guided in the process of filling the
questionnaires and the researcher was available to provide clarifications on issues
respondents did not understand.
Data Analysis and Presentation
After gathering the necessary data, only correctly filled questionnaires were coded,
edited and analyzed. Analysis was carried out by use of frequencies, percentages and
true findings were presented using tables.
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Limitation of the Study
a) The researcher mostly faced the following limitations; Inadequate information as a
result of confidentiality; some organization has tendency of not giving out
information due to lack of trust on the side of the researcher and some respondents
failed to articulate issues very well.
'b) Time; The fact that most of Hotel staff are too busy and there were in their peak
time where there was too much customers (business), therefore, there was no time
for the researcher to access and have lengthy interaction with staff; and the time
frame set for submission of the report could not allow to extend time for data
collection.
c) Financial constraints; some responds wanted to be paid in turn of their time and
information they gave to the researcher. Secondly, the study required financial
resources to meet costs like; typing, printing, transport costs looking fer information
from the case study and different libraries, air time at internet cc1fes plus
coordinating with the supervisor, among others and being a student these resources
were not readily available at the researcher's disposal.
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CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
Introduction
This Chapter presents the analyzed data and interpretations of data gathered from
respondents basing on the study objectives. The chapter specifically shows data on
respondent's demographic factors; the methods/approaches used in training
employees; impact of training on employee performance; and the relationship between
training and employee performance.
Table: Description of Profile of respondents
Categories Frequencies Percentages Gender Male 37 55
Female 30 45
Total 67 100 Age 20-29 37 55
30 - 39 18 27
40-49 12 18
Total 67 100 Marital status 1 Married 36 54
Single 26 39
Divorced/Separated 5 7
Total 67 100 Level of Education Certificate 34 51
Diploma 20 30
Degree 11 16
Postgraduate 2 3
Total 67 100 Experience Below 1 year 18 27
1- 2 years 42 63
3 - 4 years 5 7
5 years and above 2 3
Total 67 100
Concerning gender of respondents, results in table 1 above show that male were 37 (or
55%) whereas their female counterparts were 30(or 45%). Basing on the:,e results we
21
can deduce that there is gender sensitivity (balance) in the hotel while availing
employment opportunities.
Regarding the age, the findings show that respondents in the age bracket of 20 - 29
dominated the study with over 37 (or 55%) respondents, followed by age bracket 30 -
39 with 18 (or 27%) respondents and age bracket 40 - 49 came last with only 12 (or
18%) respondents. This shows that majority of the respondents were youth, who are
still energetic and capable of acquiring new skill and competencies to help move the
organization from its current performance level to a better one.
In line with marital status, the study revealed that over half of the respondents were
married 36 (or 54%), followed by single at 26 (39%), whereas respondents who said
that they were either divorced or separated were 5 (or 7%). We can therefore conclude
that there was equal distribution of respondents who participated in the study.as far as
marital status is concerned in terms of married and unmarried.
In regard to the level of education, the study findings showed that certificate holders
dominated the study with 34 (or 51%), followed by diploma holders at 20 (or 30%),
then respondents who hold degree and postgraduate qualifications came last with 11
(or 16%) and 3 (or 3%)respectively. At this rate, it can be deduced that as far as
education is concerned, the hotel is was not doing badly and this means that
respondents clearly understand their job since they have got some level of training as
far as their job/ area of operation is concerned.
In terms of employee experience on their job and the hotel related work, the study
revealed that respondent who had served the hotel for a period of 1 - 2 years
dominated the study with 42 (or 63), followed with !year experience and below at 18
(27%), and then those with experience of 3 - 4 years and 5 years and above followed
at 5 (or 7%) and 2 (or 3%). This therefore means that most employees have not been
in service and in the organization for so long as it manifests in over 90% of staff being
with experience of 2 years and below.
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Approaches/ Methods of training employees
The first study objective was set to examine the method used in Mayfair Safari• Hotel.
The training methods used in Mayfair hotel were benefits were measured using
qualitative questions in which respondents were required to indicate the extent to which
they agree or disagree with each training method by indicating the number that best
describe their perceptions. All the items on the training method were scaled using four
points ranging between 1= Strongly Disagree, 2= Disagree, 3= Agree and 4= Strongly
Agree. Their responses were analyzed and described using frequency tables and
percentages as summarized in table 2 below:
Table 2: Training method/approaches used in Mayfair Hotel
Training Method/ Approach Frequency Percentage
Job rotation 10 14.9
Understudying assignments 0 0
Mentoring 15 22.4
Confidence building 2 3
Coaching 18 26.9
Delegation 8 11.9
Classroom lecture 0 0
Film and Videos 7 10.4
Simulation Exercise 0 0
Vestibules training 2 3
Others specify 5 7.5
Total 67 100
Table 4, show that Mayfair Safari Hotel uses several training method. Results go ahead
to reveal that coaching is the major approach used by the organization/ hotel at 18 (or
26.9%), this is followed by mentoring at 15 (22.4%), and the third method is job
rotation at 10 (or 14.9%). Delegation ranked fourth at 8 (or 11.9%0 and other method
which were not earlier on indicated on the data collection instrument came fifth. These
23
were followed by film and videos, at 7 (or 10.4%) and confidence building and
vestibules training ranked last both at 2 (or 3%). However, there are other tools which
did not score any mark like understudying assignment and simulation exercise; this
means either the hotel does not use these approaches or employees might not be
aware even when such approaches are being used due to ignorance. Alternatively, the
nature of the work they do, such tools might not be appropriate.
Impact of training employee performance
The second study objective was to examine the impact of training on employee
performance on employee performance in Mayfair Safari Hotel - Jinja. The impact of
training on employee performance was measured using quantitative q:.iestions and
respondents were requested to state the extent to which they agree or disagree with
the statements by marking the best that explain their perception. All items on the
impact of training were rated using four scales ranging from one to four: 1 = strongly
disagree, 2 = Disagree, 3 = Agree and 4 = strongly agree. Respondent's responses
were analyzed and described using frequencies and percentages as shown in table 3
below:
Table 3: Impact of training on employee performance
Impact of training Frequencies Percentages Quality out put 12 18
Increased productivity 12 18
Retention 5 7.5 Cost reduction 2 3 Teamwork 5 7.5 Discipline 2 3 Reduction in accidents 8 11.8
Time management 4 6 Job satisfaction 8 11.8
Loyalty 2 3 Others 7 10.4
Total 67 100
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The results in table 3 reveal that training impacts on staff performance in several ways.
The results depict two major impacts of training on staff performance that in terms of
quality of output and increase in productivity both at frequency of 12 (or 18%); this
followed by reduction in accidents and job satisfaction both at 8 (or 11.8).
Respondents specified some other impacts training on employee performance being
number three at 7 (or 10.4%). There were other items which were rated at different
levels and these include employee retention, teamwork amongst employees, and time
management in task execution. It is important note according to employee's perception,
training impacts less on cost reduction, discipline and loyalty, and all were rated at 2 (or
3%).
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CHAPTER FIVE
FINDINGS, CONCLUSIONS AND RECOMMENDATION
Introduction
This Chapter presents the findings, conclusions and recommendations related to the
study objectives and pertinent to the hypothesis. The areas for further research are also
suggested and presented here.
Summary of the findings
The study on training and employee performance in Mayfair Safari Hotel• - Jinja,
Uganda was guided by three specific research objectives that were (i) to examine the
different methods/approaches used in training employees, (ii) to examine the impacts
of training on employee performance, and (iii) to establish the relationship between
employee training and performance
Data analysis using frequency tables and percentages on respondents profile'. s.howed
that majority of the respondents were male, respondents with age bracket range of 20
- 29 years dominated the study, more than half of the respondents who participated in
the study were married; and about half of respondents were certificate holders followed
by diploma holders, waiting staff in the service department dominated the study
compared to the rest of the respondents and the biggest percentage of the staff had
experience of two years and blow.
Data analysis using went ahead to reveal that coaching, mentoring and job rotation
were the major training approaches used in the hotel while confidence building and
vestibule being the least used. In general, the interaction with respondents revealed
that training is not so common in the organization/ hotel. On the other hand, the study
went ahead to reveal that training impacts a lot on quality output, increased
productivity and reduction of the accident rate and job satisfaction amongst employess;
26
however, loyalty, discipline and cost reduction rated very low on the side of employees
as far as training impacts on performance are concerned.
In regard to analysis of the relationship between study variables, the findings from
show a positive and significant relationship between training and , employee
performance.
Conclusion
In a challenging business environment, there is more pressure than ever on business to
out-perform competitors, and find new avenues of commercial advantage. To achieve
this there is need to harness the full potential of your workforce. Your team needs to be
skilled, productive and geared to performance. Mayfair Safari Hotels has got the
obligation of frequently training employees so as to equip them with skills, build a
culture of team work hence performance. As they conduct training, there is need to
employ on appropriate and up to date training techniques. Lastly, the all the training
activities and initiatives should be geared towards equipping employees with
knowledge, abilities and skills, because these competencies will help the hotel to fulfill
and achieve the four results areas of training increased productivity, reduction in
absenteeism, reduction in labor turnover and job satisfaction.
Recommendations
This section tackles the recommendations obtained from the study findings and
conclusion. These recommendations are presented basing on the research objectives
and relevant hypotheses:
The Hotel should ensure that they frequently organize relevant training programs and
while conducting such training, they should employee relevant and up to date training
methods
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Any training program must geared towards equipping employees with competencies like
knowledge, abilities and skills which will help the hotel achieve its current and future
goals.
Lastly, there is need for frequent feedback to evaluate the relevance and contribution of
any training program to ensure that there is value for money because training is an
investment which should pay back in terms of profits.
Areas for further research
Future researchers need to conduct studies in areas motivation, reward systems and
their contribution/ effect on staff performance since training only will not guarantee
employees performance without clearly scrutinizing and giving attention to other factors
that affect performance.
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REFERENCES
Beardwell & Holden (1997), Human resource management, a contemporary
perspective, London, Pitman publishing
Bob Wilson (1987), The systematic design of training courses, London, Pattenos
Cole G.A. (1996), Management theory and practice, London, Ashford
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31
APENDICES
Appendix A: Time frame of the Study
Item Period
Proposal July
Data Collection August
Dissertation writing August
Submission September
32
Appendix B: Proposed Budget
Amount Item Quantity Unit Cost
Ugsh
Communication (Airtime) 10 5,000 50,000
Internet fees 10 1,000 10,000
Library fee (UMI) 5 days 2,500 12,500
Flash 1 50,000 50,000
Accommodation 4 20,000 100,000
Transport 70,000
Typing and Printing 100,000
Ream of Papers and Pens 1 Ream 10,000
Meals 30,000
Facilitation Fee 50,000
Binding fee 3 10,000 30,000
Miscellaneous 100,000
Total 612,000
33
Appendix C: Questionnaires
I am called Fatima A, a student of Kampala International University, conducting
research on the "impact of training on employee performance" a case study of Mayfair
hotel Research Hotel Jinja. The purpose of this study is to fulfill my academic
requirements. Therefore I request you to fill in for me the following questions and I
promise that your response will be handled with a highest degree of confidentiality.
PART I
SECTION A: Backgroun.d Information
Please tick ( ) in the most approrriate box
1. Department .............................................................................. , ................................... .
2. Age ................................................................................................................................ .
a. 15- 19 Years D
b. 20-24 Years D
c. 25-29 Years D
d. 30-34Years D
e. 35-39 Years D
f. 40-44Years D
g. 45-49Years D D
h. 50 and Above Years
34
3. Gender
a. Male
b. Female
D
D
4. Level of Education ....................................................................................................... .
a. Primary School D
b. Ordinary Level D D
c. Advanced Level
d. Professional certificate□
e. Diploma
f. Degree
g. Postgraduate
D
D D
5. Length of Service in Mayfair Safari hotel
a. Less than one year
b. One- Two Years
c. Three- Four Years
D D
[.:::J
D D
35
d. Five-Six Years
e. Seven- Eight Years □
f. Nine Years and above D
SECTION B:
' 1. Number of training courses attended since you joined Mayfair Safari Hotel
a. None
b. One
c. 2-3 Courses
d. 4-6 Courses
e. 7 or more Courses
D
D
D
D
D
2. If you have ever attended any course; name some of these courses
Take one of the courses, preferably that one attended not later than June 2007 as an
example and answer the following questions
3. Who first suggested that you attend the training course?
D 36
a. Yourself
b. Your Superior Officer □
c. Your HRM Officer D D
d. Others specify
4. Did you discuss the going on that course with your superior officer/ Human Resource
officer?
a. Yes
b.No
D D
5. If yes to Question 4 above, what did you discuss primarily cover?
D a. What I would get out of the Course D
b. Who would stand in for me during my absence? D D
c. The location and date of the Course
d. why I had been nominated
e. Others, specify
37
6. To what extent was the course relevant to the kind of the work you do?
a. Irrelevant
b. Very Irrelevant
c. Relevant
a. Very relevant
SECTION C: Post Course Debriefing
D D D D
1. On coming out of the course, did you discuss anything relating to the course with
your superior o~r or anybody in the organization?
a. Yes D
b.No
2. If yes to Question 1 above, which of the following aspects did you discuss?
D a. Whether the course objectives were met by the course 0
D b. Whether my expectations were met by the course 0
c. What had been covered on the course?
d. What I intended to apply as a consequence of the course
e. What action is necessary to help me apply the course learning? D
f. What transpired in the Organization during my absence?
g. Others specify
38
D
·············································································································································
·············································································································································
SECTION B: Planned Changes
1. Did you do anything differently when you returned to work because of what you had
learnt?
a. Yes
b. Not sure
c. No
D D D
2. If yes to Question 1 above, name some of the changes or improvements registered
as a consequence of the course
i········································································································· .................................. .
3. When people think about doing anything differently, they are likely to face some
obstacle. Rank the following obstacles below in the boxes provided according to how
influential they were to any situation. Place 1 in the box along that obstacle which
affected you most and 2,3,4,5 in the subsequent boxes according to the strength of the
obstacle. D D
a. Lack of support from my superior D D
b. Lack of SL1pport from m· subordinate D
c. Insufficient knowledge on my part
d. Lack of desire of my part to change
e. Lack of support from my colleague
39
f. Others specify
·············································································································································
SECTION E: Training and Career Planning and Development
1. Have you ever receivt'.==Jany promotion since joining Mayfair safari Hc1tel
CJ a. Yes
b. No
2. If yes to question 1 above, did you ever attend any training course prior to that
promotion?
a. Yes
b. No
D D
3. Which method of training is commonly used in Ma fair Safari Hotel?
D a. Job rotation D
b. Understudying assignments D D
c. Mentoring D D
d. Confidence building D D
e. Coaching D
f. Delegation D
D 40
g. Classroom lecture
h. Film and Videos
i. Simulation Exercise
j. Vestibules training
k. Others specify
PART II
What would you identify as the weakness as far as training in Mayfair Safari Hotel is
concerned? (Attach as a separate sheet for any additional information)
What measures do you think should be put in place to improve the efficiency and
effectiveness of training in Mayfair Safari Hotel and the Hotel Industry as a whole?
What is the relationship qetVveen training and employee performance in Mayfair Safari
Hotel
Outline the impacts of training on employee performance
41
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THANKS
42