ASSESEMENT OF TRAINING AND DEVELOPMENT PRACTICE ON

EMPLOYEES PERFORMANCE IN ETHIO -TELECOM (IN CASE OF

DEBRE MARKOS BRANCH)

SENIOR ESSAY SUBMITTED TO THE DEPARTEMENT OF MANAGEMENT IN

PARTIAL FULLFILMENT OF THE BA DEGREE IN MANAGEMENT

BY; BIRTUKAN ANDUALEM

ID NO BEE/345/11

ADVISOR; ANTENEH, LIYEW

DEBRE MARKOS UNIVERSTY

COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT

JUNE, 2014
DEBRE MARKOS, ETHIOPIA
ACKNOWLEDGMENT

Firstly, I would like to prize almighty God for his blessing and help throughout our life.

Secondly, I would like to express my deepest gratitude for my Advisor Anteneh liyew
for his constructive comments and professional guidance starting from the beginning to
the end of this research.

Thirdly, I would like to thanks Employees of Ethiotelecom in Debre Markos branch for
their good cooperation in filling questionnaires and giving reasonable responses to my
interview.

Finally, I would like to express my special thanks to my family, who had helped us to
achieve my goal throughout my life by providing different ideas and by Supporting
financially to develop my task.

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 Table of Contents
Content Page

ACKNOWLEDGMENT.............................................................................................................. i
Table of Contents.........................................................................................................................ii
LIST OF TABLES......................................................................................................................iv
ABSTRACT................................................................................................................................ v
CHAPTER ONE..........................................................................................................................1
INTRODUCTION....................................................................................................................... 1
1.1 Background of the Study................................................................................................... 1
1.2 Statement of the Problem...................................................................................................2
Research questions...................................................................................................................3
1.3 Objectives of the Study......................................................................................................3
1.3.1 The General Objective of the study............................................................................3
1.3.2 The Specific Objectives of The study.........................................................................3
1.4 Significance of the study................................................................................................... 4
1.5 Scope of the Study.............................................................................................................5
1.6 Limitation of the study.......................................................................................................5
1.7 organization of the paper................................................................................................... 5
CHAPTER TWO.........................................................................................................................6
LITERATURE REVIEW.............................................................................................................6
2.1 Definition of Training and Development Practice.............................................................6
2.2.1 Meaning of Training................................................................................................... 6

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 2.2.2 Role of Training and Development practice on Employees Performance..................8
2.2.3 Importance of training and development practice for employee’s performance......10
2.2.4 Effective Training for Employees Performance....................................................... 11
2.3 Training and Development Practice Policy......................................................................11
2.4 Aims and objectives of Training and development practice............................................12
2.5 Training needs identification and analysis of Assessment...............................................13
2.6 Training and Training Transfer........................................................................................13
2.7 Training methods and techniques.................................................................................... 14
2.8 Training Evaluation on employee’s performance............................................................15
2.9 Benefit of training and Development practice for employee's performance...................16
CHAPTER THREE................................................................................................................... 18
RESEARCH METHODOLOGY.............................................................................................. 18
3.1 Research Design.............................................................................................................. 18
3.2 population location.......................................................................................................... 18
3.3 Type and source of data................................................................................................... 18
3.4 Method of data collection................................................................................................ 18
3.5 Method of data Analysis and presentation.......................................................................19
CHAPTER FOUR..................................................................................................................... 20
DATA ANALYSIS AND INTERPRETATION......................................................................... 20
4.1 Demographic characteristics of the respondents............................................................. 20
4.2 QUESTIONNARIES ANALYSIS...................................................................................23
4.3 INTERVIEW ANALYSIS............................................................................................... 29
CHAPTER FIVE....................................................................................................................... 31
SUMMARY OF MAJOR FINDING, CONCLUSION AND RECOMMENDATION.............31
5.1. SUMMARY OFMAJOR FINDING...............................................................................31
5.2 CONCLUSIONS............................................................................................................. 32
5.3. Recommendation............................................................................................................ 32
REFERENCE............................................................................................................................ 34
APPENDIXES I.........................................................................................................................37

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LIST OF TABLES
Table 1:Respondent sex............................................................................................................. 20
Table 2:Respondents' age...........................................................................................................21
Table 3:Experience year.............................................................................................................21
Table 4:on what basis are you employed...................................................................................22
Table 5:Respondent educational level....................................................................................... 22
Table 6: Does your organization provide you a training and development program since you
joined the organization...............................................................................................................23
Table 7:Does your organization provide you training? If your answer is yes what kind of
training did you take?................................................................................................................ 23
Table 8:Are those who give the training and development practice program have adequate
knowledge and skill?................................................................................................................. 24
Table 9:Have you ever received any form of training joining Ethio telecom in Debre markos
branch........................................................................................................................................ 24
Table 10:Have you realized any change your performance after taking the training?..............25
Table 11:How did the training and development impacts your works performance?...............25
Table 12: Is the training content relevant to achieving your personal needs, goals and self-
development?.............................................................................................................................26
Table 13:Are there organization issues that constrain training and development practice at
Ethio-tele com in Debre markos branch?.................................................................................. 27
Table 14:Do you agree that training and development practice has traditionally been used to
ensure that the right person is in the right job at the right time.................................................27
Table 15:What did your performance look like before taking training in Ethel-telecom Debre
Branch?......................................................................................................................................28
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Table 16: How did the training and development impacts your works performance?..............29

ABSTRACT

The research study conducted on the of training and development practice on Employee's
performance in case of Ethio telecom in Debre Markos branch. It was worth to conduct
research on this topic, because of training and development practice on employee's
performance plays a significant role in order to evaluate the performance of the organization.
It was difficult to collect data or information from all individuals of the organization because
there are a large number of populations in the organization. To solve this problem, the
researchers used simple random sampling of probability sampling techniques due to the
assumption that the sample provides the required information easily. The researchers
collected data by using primary data. The primary data collected from employee of
organization by distributing questionnaires and interview. The data gathered was analysed
and interpreted by using, percentages and frequency. Careful interpretation of analysed
information was carried out to arrive at reasonable generalization or conclusion. Ultimately,
the research expected to provide reasonable results that help the management to take
reasonable decision for their future activity. Finally, conclusion and recommendation made on
of training and development practice on Employees performance based on gathered and
analysed data. This create awareness to management of Ethio telecom in Debre Markos
branch regarding the problem faced on training and development practice and to recommend
some suggested solutions to them. The conclusion and recommendation that given by
researcher helps the organization for strength of training and development practice and lead
to increasing their profitability.

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 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Training and development was defined as the planned learning experiences that teach
employees how to perform current and future jobs. At its core was the improvement in the
performance of individuals participating in training and development activities (Egan,
2002). ,
Training and development initiatives were educational activities within an organization that
are designed to improve the job performance of an individual or group. These programs
typically involve advancing a worker's knowledge and skill sets and instilling greater
motivation to enhance job performance.
Training and development helps companies gain and retain top talent, increase job satisfaction
and morale, improve productivity and earn more profit. Additionally, businesses that have
actively interested and dedicated employees (Vemic, 2007).
The Challenges of Employee Training and Development performance are the information
overload, workforce resistance, ineffective Training methods, mundane vs periodical tasks,
lack of employee Engagement. Employee road blocks, poor feedback and support system.

Training and development Practice was a learning experience in it seeks a relatively

permanent change in an individual that would improve his or her ability to perform the job.
Itypical say training and development practice can involve the changing of skills knowledge,
or social behavior. It might mean changing what employees know, how they work their
attitudes towards their work, or their interaction with coworkers or their supervisor. For my
purpose training and development practice would presented as it applies primarily to operative
employees in the organization. Ever organization needs to have well trained and experienced
to perform the activities that have to be done. If current or potentials job occupants can meet

1
this requiring, training is not important when this is not the case, it is necessary to raise the
skill levels and increase the versatility and adaptability of employees (Decento2010).

Skills could be improved with the help of training. Training has significant implications on the
productivity of the employees of an organization and personal development. The primary goal
of training was to divulge to employees a new set of knowledge, skills, abilities, behavior or
attitude that would enable them to be more successful in their day to day undertakings.
Armstrong (2006). described the objective of training and development was to develop the
skills and competences of employees to improve their performance; to help people grow
within the organization in order for the organization to meet its future HR needs. Training and
employee productivity correlates positively (Ahmed&Yohanna, 2014). also found the positive
correlation between training and employee productivity. (2013) further described that training
and development has explained 14.5% of the variation in organizational performance The
ineffectiveness of training and development of employees in the organization will reduces
organization‟s productivity, as organizations depend on having people with the right skills,
attitudes and capabilities in order to meet its goals and objectives effectively. Training and
development in organizations has come to be seen as a normal cost of doing business in order
for companies to maintain productivity (Percival, Cozzarin, & Formaneck, 2013).
Training has strong influence in enhancing staff productivity and that was why most
organizations are mindful and invest their resources in training and development. Falola,
Osibanjo and ojo(2014).

1.2 Statement of the Problem

Training would be designed as part of a policy and strategy. The training strategy was an
essential reference for the annual training plan and sets all training activity squarely in the
context of strategic goals and organizational needs. The training policy and strategy must meet
the expent resource to the organization (Antony, 2004).

Training and development of human resources leads to improvement of employee ‘s

performance, which let the organization, achieve efficiency and effectiveness. Training should
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be designed as part of a policy and strategy, the training strategy was an essential reference for
the annual training plan and sets all training activities exactly in the context of strategic goals
and organizational needs. The training function needs to help the organization develop a strong
training culture, and training and development as an important resource to the organization
(Armstrong, 2003).
The purpose of this study would to assess the training and development practice on employee's
performance. As the researchers gathered data the majority of employees are not well trained
up on appointment as a result; administrative employees, skills and abilities have over the
years not been enhanced to enable them become effective and efficient. Though there was an
academic board subcommittee and staff members, it seems, does not have well arrangement
policy direct members in their work. Even though Ethio-telecom in DebreMarkos branch was
described as the premier Ethio-tele com by its management and employees, it appears that
Ethio telecom in DebreMarkos branch does not currently have good staffing policy, training
and development practice policy as a succession.
Research questions.
1. What looks like training and development practice in the Ethiotelecom in DebreMarkos
branch?
2. How training and development practice was conducting in Ethio telecom in DebreMarkos
branch employees structure?
3. To what extent training and development practice has an effect on employee’s performance
in Ethio telecom in Debremarkos branch?
1.3 Objectives of the Study
1.3.1 The General Objective of the study
The main objective of the study would to assess the training and development practice on
employees' performance of Ethio-telecom in Debre markos branch.
1.3.2 The Specific Objectives of The study
1. To describe the training and development practice in Ethio- tele com in Debre markos
branch.
2. To investigate training and development practice is conducted in Etio telecom in debre
markos branch determined.

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3. To find out the extent effect of training and development practice on employee’s
performance Ethio-tele com in Debre markos branch

1.4 Significance of the study

This study would vital for Ethio-telecom in Debre markos branch in order to gain sufficient
information about employees and understand the reliability in order to perform their work. In
addition, this study would important for Ethio telecom in Debre markos branch helps to know
about training and development practice on their employee's performance.
The purpose of conducting this descriptive study about training and development practice in
Ethio telecom would contribute of the organization to design effective training and
development programs answer were provide insight for the management with the areas in
which Ethio telecom. Need to have improvement in enhancing effectiveness of training and
development programs it would also provide valuable feedback about existing gaps in training
development practices. And would help to adjustment with upcoming competitive
environment. The study can also be used as reference for other similar organizations,
professional associations, research institutions and interest groups in the area of training and
development.

This study adds some knowledge and increase performance of finding the investigator not
only this but also this study was important for other researchers to use as reference and also
important in order to know about nature and type of training and development practice guide
able for employees and about this training and development practice for common goal. It
provides additional information to the existing literature improve employee’s performance the
finding of study was identify and best practices and suggest policy maker to be due to
attention of other similar business or qualification on what to do satisfy their training and
development practice system and the research was also very important to other organization

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other than in Debre markos Ethio-telecom and gain competitive advantage. Finally, the
research would important for the society to get quality service from the organization.

1.5 Scope of the Study

This study encircled with different constraints and limited to geography, conceptual area and
capacity of the researcher’s knowledge.

Conceptually: -the study would conceptually focused on the training and development practice
on employee's performance at Ethio telecom in Debre markos branch.Geographically: - the
study would not covering large areas because of different constraint limiting it and the study
would geographically limited to Ethio telecom in Debre markos branch. Methodological; the
research use descriptive research design. Studies provide information on the design, conduct,
analysis or reporting of primary and secondary research can be used to appraise quality,
quantity completeness, accuracy and consistency of research.

1.6 Limitation of the study

Even though the researchers used his maximum effort to make the study, while conducting this
study the researchers was faced the following limitation. This limitation includes: -

 Scope of the study was only limited to the Ethio telecom in Debre markos branch.

 Lack of cooperation and interest of employees in responding to questionnaires filling

it carefully.

 Adequate primary data particularly in relation with training and development practice.
5
1.7 organization of the paper

The organization would be organized into five chapters. The first chapter would deal
introduction, which consists of backgrounds of the study, Statement of the problem,
significance of the study, objective of the study, scope of the study and limitation of the study.
The second chapter would be emphasizing on review of related literature, which was briefly
discuss about the definition and concepts of training and development practice and other
related concept. The third chapter would be consisting of methodology of the study. The fourth
chapter consists of data presentation and analysis. The fifth chapters would with summary of
major finding, conclusion and recommendation of data collected from the organizations.

CHAPTER TWO

LITERATURE REVIEW

2.1 Definition of Training and Development Practice

Well trained employees are key to a business success it has been shown that the most success
full and productive employees can be described as the cream of the scope that often has
strongest stake in an organization's future.

According to dessert (2008) even when employees are carefully, selected it does not still
guarantee totally acceptable performance from the employees. This was because while the
potential of an employees to perform was one thing, performing was another an employee
with a high potential to perform may not still and therefore an employee with a high potential
to perform may not still perform his job if he does not so through training and development
practice. postulates that human resources are the most dynamic of all the organizations
resources and therefore the need considerable attention from the organization's managements.
Cole (2004) .

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Training and development practice activates just most other activities in an organization
depends on the polices and strategies of the organization with a well-organized training would
refer to it" "systematic training". Which was why job descriptions being inevitable during the
recruitment and selection process for their more, in establishing what training and
development practice needs an organization has must start with a job description and better
performance appraisal.

2.2.1 Meaning of Training

Decento and Robbins (2005) explains training as a learning experience, in that, is seeks a
relatively permanent change in an individual that would improve his ability to perform on the
job.This mean training must be designed in such a way that, it would involve either the
changing or enhancing of skills, could involve what the employee knows, how he works, his
relation and instruction Casio (2000).
Monappa and saiyadlain (2008), define training as "the reaching or learning activities carried
for the primary purpose of helping members of an organization it is the act of increasing the
knowledge and skill of an employee for doing particular job.
Dealer (2008) sees training further as these means of giving new or current employees the skill
the need to perform at their various jobs, continuing, it sees training as the hull mark of good
management and thus when managers ignore training. They are doing so to the great
disadvantage of the organizations they managing this because having high potential employees
do not still guarantee they would perform on the job.

Argued that human resources are the most dynamic resource of the all the resource at the
disposal of the organization and thus, the human resource needs to be given considerable
attention from managements to enable this resource realizes their full potential in their work.
For this reason, managements must address motivation Cole (2004)
He further provided some definitions that are worth nothing.

7
Education; usually intended to mean basic instruction is knowledge and skills designed to
enable people to make the most of life in several it was personal and broadly based.

Training; preparation for an occupation or specific skills it there for narrower in conception
than either education or development, it was job oriented than personal.

Development; this usually suggests a much broader view of knowledge and skill acquisition
than training. It was less job oriented than career oriented it was concerned more with
employee potential than immediate skill. It sees employee's adaptable resource.

Learning; this process of acquiring knowledge, understanding, skill and value in order to be
able to adapt to any environment, it under pins all of the above three terms.

Competence; this refers primarily to a person's ability to demonstrate to other that they can
perform a task, process or function to predetermined standard, it all about putting learning in
to practice. Finally, Ivancevich (2010) says "training was an attempt to improve current or
future performance of an employees and it was important for both new and current employee"
he quotes Clifton and kink (2005) as follows.

Some future definition as used in this research as follow. Human resource practitioners
provide there are three types of learning activate to employee of their organization namely
education, Training and development learning.

Learning; This was a relatively permanent change in behavior as a result of some experience.
If let's say supervisor watches a film on employment coun seling and as a result changes his
coun seling style, then learning is said to have occurred on the part of the supervisor.

Education; along term learning activity aimed at preparing individuals for a variety of roles,
in society as citizens, workers and members of family groups.
8
As are bediak (2002) simplifies it thus "education aims at equipping individual with skills and
knowledge enable them to respond meaning full lives.

Training; any learning activates which was directed towards the acquisitions of specific
knowledge and skills for the purpose of an occupation of task

2.2.2 Role of Training and Development practice on Employees Performance

According to the Organization for Economic Co-operation and Development (OECD)

Employment Outlook 2004, policies aimed at enhancing workers' skills contribute to an
improvement in employment performance. Lifelong learning is shown to be a vital element
Employment Outlook 2004, policies aimed at enhancing workers' skills contribute to an
improvement in employment performance. Lifelong learning is shown to be a vital element
in employment strategies.

Unemployment

Unlike data at the aggregate level, training at an individual level has a positive effect on
unemployment. Individuals who received training in the previous two years have, on average,
lower unemployment rates than those who did not receive training in the same period (Noe
2001)

The view that, training may not necessarily be associated with overall lower unemployment
rates, it can possibly be associated with a lower individual probability of unemployment
which suggests that some displacement might be at work. Potential displacement effects can
influence the risk and the extent to which gains enjoyed by individuals upgrading their skills
and the employment prospects of other individuals who do not participate in training.

9
Therefore, lifelong learning policies, if well targeted for specific groups, can be effective in
improving the labour market performance of these groups, and can form part of a
general strategy to reduce unemployment traps.

Employment security

 Training can have a positive on perceived Employees security;

 Training from a previous Employee also has a greater on perceived Employees

security;

 The training is particularly strong in the case of both older and low-
educated workers.

Training before job loss tends to reduce the length of unemployment and increases the
probability of re-employment. The chances of getting another job are higher when the training
provides transferable competences. Workers who receive training or education in the year
before losing their job are more frequently re-employed two years later than their untrained
peers. This was even stronger in the case of workers with lower educational attainment.

Joy Emery (2000) indicates that Positive Training and Development practice was the
framework for helping employees to develop their personal and organizational skills,
knowledge, and abilities. The focus of all aspects of Human Resource Development is on
developing the most superior workforce so that the organization and individual employees can
accomplish their work goals in service to customers (Emery 2000).

Daft (2002) mentioned that all employees want to be valuable and remain competitive in the
labour market at all times. This can only be achieved through employee training and
development practice. Employees will always want to develop career-enhancing skills, which
would always lead to employee motivation and retention. There was no doubt that a well-

10
trained and developed staff would be a valuable asset to the company and thereby increasing
the chances of his efficiency in discharging his or her duties (Daft 2002).

The purpose of this study would be to further explore the relationship between training,
development practice and improvement of Employees performance, with attention to the
frequency of both productive and counterproductive behaviors addressed in training. It is
hypothesized that significant overall gains would be found in participants' knowledge of
subject matter following training, and that knowledge gained in training would be positively
associated with productive behaviors on the job and negatively associated with
counterproductive behaviors.

2.2.3 Importance of training and development practice for employee’s performance

Training was one element many corporations consider when looking to advance people and
offer promotions. Although many employees recognize the high value those in management
place on training and development practice, some employees are still reluctant to be trained.
Training and development practice offers more than just increased knowledge. It offers the
added advantage of networking and drawing from others' experiences therefore it was not
uncommon to hear excuses regarding why someone has not received training (Choo, 2008).

Training in an organization can be mainly of two types; Internal and External training
sessions. Internal training occurs when training was organized in-house by the Human
resources department or training department using either a senior staff or any talented
staff in the particular department as a resource person (Bowler, 2007).

On the other hand, External training is normally arranged outside the firm and is mostly
organized by training institutes or consultants. Whichever training, it was very essential for all
staff and helps in building career positioning and preparing staff for greater challenges
(Decenzo 2008).
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 2.2.4 Effective Training for Employees Performance

Implementation of formal training and development practice programs offers several

potential advantages to employee's performance in business organizations. For example,
training helps companies create pools of qualified replacements for employees who may
leave or be promoted to positions of greater responsibility. It also helps ensure that
companies would have the human resources needed to support business growth
and expansion. Furthermore, training can enable a small business to make use of
advanced technology and to adapt to a rapidly changing competitive environment.
Finally, training can improve employees' efficiency and motivation, leading to gains in
both productivity and employees satisfaction. All of these benefits are likely to contribute
directly to a business's fundamental financial health and vitality (Ambler, 2006).

Effective training and development practice begins with the overall strategy and objectives
of the small business. The entire training process should be planned in advance with specific
company goals in mind. In developing a training strategy, it may be helpful to assess the
company's customers and competitors, strengths and weaknesses, and any relevant industry
or societal trends. The next step is to use this information to identify where training was
needed by the organization as a whole or by individual employees. It may also be helpful to
conduct an internal audit to find general areas that might benefit from training, or to
complete a skills inventory to determine the types of skills employees possess and the types
they may need in the future. Each different job within the company should be broken down
on a task-by-task basis in order to help determine the content of the training program
(Schwartz 2000).

2.3 Training and Development Practice Policy

Polices are formulated to provide guides to action and to set limits to decisions making. What
should be done in certain circumstances and how particular requirements and issues must be
dealt with Armstrong and Stephens (2005), polices are set up in such areas as marketing
12
finance operation as well as human resource. In human resources there could police on
training and development practice, recruitment and selection, salary administration and
compensation just to mention a few such organizational polices are either formally expressed
in manuals or informally as have grown from customers and traditional practices over the year.

There would be the strong need for a policy document usually start with a statement of broad
objectives of management its philosophy for the establishment of a mutuality of interest with
its for great cooperation Mullins (2007) lists the following as the employee’s essential
components of a training and development practice policy.

 The view that continuous training (and retaining of employees) in the norm

 The assumption that training would be a lifelong process (may as long as employee
remains in the employment of the organization.

 Recognition of the need to update existing skills, replace redundant skills and train for
new skills and

 The need for multi-skilling to cope with change, (In today work lab our market multi -
Skilling was the new paradigms shift for will be employees). This is because with the increase
in the cost of doing business while profit are declining, management of business are working
to cut cost in the numbers of hired employees.

2.4 Aims and objectives of Training and development practice

 Argyris (1998) contends that organization effectiveness is dependent on ability to

accomplish the following objectives.

 To achieve goal.
13
 To maintain itself internationally.

 To adapt to its environment.

For there to this contagion B.M Bass (2005) identified three other factors which can
necessitate training activity as quoted by Moapa and saiyadain;

 To keep pace with advance industrialization for the organizations survival.

 To train and retrain form the shop flair to the top executive development because of
expansion in numbers of employees and control mechanisms.

Training in human relations has become necessary for talking human problems and also for
peacefully industrial relations.

2.5 Training needs identification and analysis of Assessment

 According to munappa and sayadain (2008) many methods for training needs
identification and analysis have been proposed. They quote as survey that was conducted by
sinha (2009). In which the under listed methods have been identified.

 Views of the line manager.

 Performance of appraisal.

 Organization and development plans.

 Views of the training manager and

Analysis of job difficulties and job description.

14
In the Thayer and MC Ghee model the above method seen to have summarized in to only three
broad areas for consideration.

 Organization analysis

 Task analysis and

 Man analysis

This model agree with the position of casicio (2009) , a found was his book " managing
human resources, quality of life profits" with just slight change in the choice of words.

2.6 Training and Training Transfer

A major problem of training programs in some organization was the transfer of employees
learning to back to the work place or the situation, moor head and Griffin (1998). It has been
asserted by management from casual observation that, very often when on employee learns a
new skill.

In the view of cascio (1992) training and development, and training transfer was the extent to
which knowledge, skills and abilities and other characteristics learned during training could be
applied on the job training results thus could come in their kind.

 Enhance job performance positive.

 Hamper job performance -negative and

 Has no effect neutrals

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 2.7 Training methods and techniques

According to desler (2008), Training and development practice must consist of five steps.

Step 1, Needs analysis in this step the trainer identifies the specific job performance skill
needed assess the prospective trainee's skills and then develop specific.

Step 2, Instruction design; here the trainer decides on compel and produce the training
programmer, content including work books exercise, and activities some the techniques might
clouding on- the job training off the job training and soon.

Step 3, validation, (optional ) this stage validates step 2 in which there was testing of the
training programmer on as moll represent active alliance .

Step 4, Evaluation; here management assesses success of failure of the programmed

Step 5, Implementation; this was where the training programmed was actually put in to action.

For a training and development programmer that strongly considered using learning principle
to be most effective in skills learning, the under mentioned four essential ingredients must
have to be present.

 Goal setting: In order words what was too achieved at the end training preprogram.

 Practice: there is what activities must trainee go through during the training sessions
and up on return to the job situation from training and

 Feed back: mechanisms to find what changes have occurred in trainee's performance and
behavior since returning from the training program.

There are various training techniques for organizations to train if its employees especially the
training is to done by personnel internally on the job training Dressler (2008) lists the
following types.

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 On- the job; this was the best way of learning practical work based skills. The trainee
learns by carrying out real work tasks under instruction from a colleague, trainer or
manager

 Off - the job; off the job training method involves attending courses and training event
away from the work place.

 Apprenticeship; was employers the opportunity to shape un experienced workers to fit

existing and future job.

 Job rotation; this method involves moving employees to various positions in the
organization to expand their skills, and abilities. It can be either horizontal or vertical.

2.8 Training Evaluation on employee’s performance

The final step in the training and development practice process was the evaluation of the
whole training programmed. The evaluation process was very important because the training
had at one set some objectives to achieve and thus the evaluation process at the end of the
training programmed. According to Ivancevich (2010) it was more effective to use multiple
criteria to evaluate training

Dressier (2008), sets basic categories of training programmed out come

 Reactions for the trainees to the programmer are evaluated

 In respect of learning trainee are given some kind of a test to find out whether they
learning the principles skills and facts that they were supposed to learn.

 Find out whether trainees behavior on the job has changed due to the training
programmed and finally.

17
 Find out whether the objective set before the training has been achieved.

A sure - bedioxo (2008), with a strong back ground in the Ghanaian context virtually urged
with the evaluation of attaining program.

He also suggested four ways (which are not different from what has been said already by the
previous writers except the choice of words) as.

 Trainee satisfaction

 Evaluating learning

 Evaluating learning application

2.9 Benefit of training and Development practice for employee's

performance

Mullins (2007), Gives the purpose of training and development practice to improve knowledge
and skills and to change trains attitude. Thus training becomes one of the most important
potential motivator and hence the following benefits do accrue from training and development
programmers'.

 Increase the confidence and commitment of staff.

 It provides the needed recognition and enhances responsibility which could lead to an
increase in pay and promotion. This was result of performance appraisals.

 With confidence of comers the felling of personal satisfaction and achievement. This
could further broaden curer proration opportunities.

18
 Training and cure development practice improves the availability and quality and skills
of staff.

According to cure (2004). Benefits to organizations from systematic training and development
practice include.

The provision of a pool of skilled personnel for the organization, (some as Mullins fourth
point)

B, greater commitment of staff (first point of Mullins)

 Improved service to customer's e.g. Ethio-tele com Debre Markos branch.

 Improvement in job performance with its resulting increase in productivity over all from
all of the above. It become quite clear that training and development practice was a very
key element in the improvement process of organizational performance.

Other benefit that would accrue form training and development practice are:

 Increased job satisfaction and morale among employees.

 Improvement in job satisfaction, reduction in employee turnover, scrap and wastage.

19
Though the benefit discussed above was no exhaustive they give an indication to the Ethio-
telecom about the need to give an indication to the Ethio Telecom about the need to take
training and development practice very seriously.

20
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Research Design

In this study, the researchers used descriptive types of research design method. The goal of
descriptive research was to offer the researchers a profile or to describe relevant aspects of the
phenomenon of interest from an individual, organizational and industry-oriented prospective.
The objective of descriptive research was to portray an accurate profile of person, events or
situations' (Robson 2009) .

Research approach

The research approach would be mainly quantitative type of data. The quantitative data obtain
through would discuss in combination with the data secured through questionnaire and also
with the information obtain from different sources. This approach help the researcher to
present major findings and see whether the findings are properly address the research
questions

3.2 population location

The population location of the study was focused on census employees Ethio telecom in Debre
markos branch.

3.3 Type and source of data

The researchers used primary data. The primary data sources used by the researchers are
questionnaires.

21
3.4 Method of data collection
The researchers obtained and gathered the reliable data and necessary information from
primary sources. Primary data are those data collected by an interviews and questionnaires.
The researchers gathered most data from primary sources by using self-administered
questionnaires. A self-administered questionnaire that was filled by the respondent rather than
by an interviewer. It offers the most cost effective method for getting enough information
(William G. Zinkmund:2004). The researchers also used unstructured interviews as other
means of gathering primary data. Training tools are all those, platforms, or templates that help
trainers deliver their training to their learners.
The important questions being answered by this analysis was are who would receive the
training and their level of existing knowledge on the subject, what their learning style was, and
who would conduct the training. Do the employees have require and skills.

Data processing in research was the collection and translation of a data set into valuable,
usable information. Through this process, a researcher, takes raw data and converts it into a
more readable format, such as a graph, report or chart, either manually or through data.
Editing was the first step in data processing. Editing is the process of examining the data
collected in questionnaires/schedules to detect errors and omissions and to see that they are
corrected and the schedules are ready for tabulation. When the whole data collection was over
a final and a thorough check-up was made .coding of data refers to the process of transforming
collected information or observations to a set of meaningful, cohesive categories. It was a
process of summarizing and re-presenting data in order to provide a systematic account of the
recorded or observed phenomenon. Data classifying was the process of analysing structured or
unstructured data and organizing it into categories based on file type, contents, and other
metadata. Data classifying helps organizations answer important questions about their data
that inform how they mitigate risk and manage data governance policies.

3.5 Method of data Analysis and presentation

The data collected have no meaning without analysing and interpreting it. Therefore, the data
processed and analysed by using percentage and frequency.

22
Data analysis is the most crucial part of any research. Data analysis summarizes collected data.
It involves the interpretation of data gathered through the use of analytical and logical
reasoning to determine patterns, relationships or trends.

Descriptive Analysis is the type of analysis of data that helps describe, show or summarize
data points in a constructive way such that patterns might emerge that fulfil every condition of
the data. It is one of the most important steps for conducting statistical data analysis.
In contemporary work, descriptive analysis is often viewed simply as a required section in a
paper—motivating a test of effectiveness or comparing the research sample.

CHAPTER FOUR

DATA ANALYSIS AND INTERPRETATION

This section was used for data analysis and interpretation. The data collected through the
distributed questionnaires tabulated as per the numbers of respondents for each item, gender
difference and their respective percentage and presented as the comparing the relative
percentage. In this research study a total of 26 questionnaires were distributed to total
respondent among the distributed questionnaires.

4.1 Demographic characteristics of the respondents

Under this section personal back ground of the respondents such as respondents sex, age,
educational level, employees working experience are presented and analyzed.

Table 1: Respondent sex

Sex Frequency Percentage %

Male 15 57%

Female 11 43%

23
 Total 26 100%

(Source: questionnaire, 2014)

These figure shows that 15 (57%) of the respondents were male and the remaining 11(43%)
were female. Majority of the respondents are male. Yes’ this respond kind of training such as;
general training on Ethio telecom product and service, general training on how staff should
work and work, information security, So most of the response implies that at the
employees )are employees training additional skill and knowledge.

Table 2: Respondents’ age

Age Respondent frequency Percentage

<20 - -

20-30 13 50%

30-40 5 19%

41-50 5 19%

51-60 3 12%

Total 26 100%

(Source: questionnaire, 2014)

24
This table shows that 13(50%) of respondents are age of 20-30 years, 5(19%) are 30-40, and
5(19% )are 41-50 and the remaining one3(12%) are 51-60. It shows that total respondents, at
different age levels participated by responding the questionnaires. So this table implies that
more respondents are found in the age level at 20-30 years13(50%) so these employees are
found in workers or productivity age.

Table 3: Experience year

Service year Frequency Percentage%

Between 1-5 years 12 46%

Between 6-10 years 7 27%

Between 11-15 years 4 16%

Between 15-20 years 3 11%

Total 26 100%

(Source: questionnaire, 2014)

Table shows the response received from the employees regarding the number of years they
have worked with Ethio-tele com Debre markos branch indicated that they had worked in
Ethio telecom in Debre markos branch for between1-5 years whiles another 12( 46%)
indicated that they had worked between 6 -10 years 7,( 27% )indicated they had worked
between 11- 15 years and 4(16%) indicated they had worked between 15-20 years3(11%) So
we concluded that more experienced employees help the organizations to perform in a better
ways than employees less experienced. So this table implies that more respondents are found
in the 1-5 year 12( 46%) Experience year.

Table 4:on what basis are you employed

Respondents Frequency Percentage %
25
 permanent 20 76%

Temporary 6 24%

Total 26 100%

(Source: questionnaire, 2014)

As the table shows permanent holder respondents are 20 (76%,) temporary holder respondents
are 6(24%;) So most of the response implies that at the employees 20(76%) are permanent
that means they have additional skill and knowledge.

Table 5: Respondent educational level

Educational level Respondent frequency Percentage (%)

Diploma 4 15%

Degree 16 61%

Master 6 24%

Total 26 100%

(Source: questionnaire, 2014)

As the table shows diploma holder respondents are4( 15%,) degree holder respondents are16
(61%); Master holder respondent are 6(24%). So most of the response implies that at the
employees 16(61% )are degree that means they have additional skill and knowledge.

26
4.2 QUESTIONNARIES ANALYSIS

Table 6: Does your organization provide you a training and development program since
you joined the organization.
Respondents Frequency Percentage %

Yes 14 54%

No 12 46%

Total 26 100%

(Source: questionnaire, 2014)

Table ;14(54%) said it shows that12(46%) respondents at Ethio telecom in Debre markos
branch indicated that they were not aware of any training and development practice policy,
they were of the existence of training and development practice policy while 14( 54% ) the
existence of training and development practice policy. The analysis implies that training and
development practice policy at institutions are not mostly known to employees who sometimes
hinder any proposed training and development practice pro

Table 7: Does your organization provide you training? If your answer is yes what kind of
training did you take?
Respondent Frequency Percentage%

Yes 20 77%

No 6 23%

Total 26 100%

(Source: questionnaire, 2014)

27
Table Shows that 20 (77%) of respondents at in Debre markos Ethio telecom replied that they
had received training since joining Ethio telecom in Debre markos branch. While 6(23%,)
training joining in Debre markos Ethio telecom. The training and development practice
programmed usually takes several forms including in house external (Consultant
engagement).In this question if the answer is ‘yes’ this respond kind of training such as;
general training on Ethio telecom product and service, general training on how staff should
work and work, information security, So most of the response implies that at the employees
20(77%) are employees training additional skill and knowledge.

Table 8: Are those who give the training and development practice program have
adequate knowledge and skill?
Response Frequency Percentage

Yes 16 62%

No 10 38%

Total 26 100 %

(Source: questionnaire, 2014)

The training department should also focus on improving these respondents to do things more
effective than before more over 16(62%) of the total respondents have realized performance
after taking the training. But about 10(38% )do not realize any change in performance after
taking. From this table we suggested that majority of the respondents realized performance
after taking training

Table 9: Have you ever received any form of training joining Ethio telecom in Debre
markos branch
Responses Frequency Percentage

Yes 19 72%

No 7 28%

Total 26 100%
28
(Source: questionnaire 2014)

Table shows that 19(72%) respondent representing indicated that were organizational issues
constraining Training and development practice at Ethio-tele.com in Debre markos branch
and 7(28%) respondents said there were no organizational issues constraining training and
development at Ethio telecom in Debre markos branch. From this we concluded that
organizational issues constraining training and development practice at Ethio telecom in Debre
markos bran

Table 10:Have you realized any change your performance after taking the training?
Responses Frequency Percentage

Yes 17 66%

No 9 34%

Total 26 100%

(Source: questionnaire 2014)

Table shows that 17(66%) respondent representing indicated that were organizational issues
constraining Training and development practice at Ethio-telecom in Debre markos branch and
9(34%) respondents said there were no organizational issues constraining training and
development at Ethio telecom in Debre markos branch. From this we concluded that
organizational issues constraining training and development practice at Ethio telecom in Debre
markos branch.So most of the response implies that at the employees 17(66% )are that means
they have additional skill and knowledge training.

Table 11:How did the training and development impacts your works performance?
Responses Frequency Percentage %
29
 Excellent 7 26%
Very good 8 30%
Good 6 25%
enough 5 19%
Total 26 100%

(Source: questionnaire 2014)

Data analysis from table indicates that a maximum of 8(30%) respondents agreed that the
training on their work performance was very good. Respondents representing
7(26% )mentioned that the training on their work performance was very Excellent while
6(25%) said the training on their work performance was good and enough 5(19% )The result
that training adversely implies on work performance are very good 8(30%)employees on
training.

Table 12: Is the training content relevant to achieving your personal needs, goals and self-
development?
Responses Frequency Percentage %

Relevant 8 30%

Very relevant 9 34%

Some relevant 6 23%

No relevant 3 13%

Table 26 100%

(Source; questionnaire 2014)

30
With regard to the question of above table number relevant to achieving personal needs, goals
and self-development respondents representing 9(34%) indicated that the training content was
very relevant to achieving their personal needs and self-development, 8(30)% said content was
relevant 6(23% ) some relevant and3(13% indicated content was not relevant. The analysis
explains report that training content must seek to achieve individual personal needs, goals and
self-development.

31
Table 13:Are there organization issues that constrain training and development practice at
Ethio-tele com in Debre markos branch?
Responses Frequency Percentage

Yes 4 16%

No 9 34%

Not true 13 50%

Total 26 100%

(Source: questionnaire 2014)

Table shows that 13(50% )respondent representing indicated that were organizational issues
constraining Training and development practice at Ethio-telecom in Debre markos branch and
9(34%)and 4(16% )respondents said there were no organizational issues constraining training
and development at Ethio telecom in Debre markos branch. From this we concluded that
organizational issues constraining training and development practice at Ethiotelecom in Debre
markos branch.

Table 14: Do you agree that training and development practice has traditionally been
used to ensure that the right person is in the right job at the right time
Responses Frequency Percentage

Agree 10 38%

Disagree 6 23%

Strongly agree 3 11%

Strongly disagree 6 23%

neutral 1 5%

Table 26 100%

(Source: questionnaire, 2014)

32
Regarding analysis 10(38% )of the respondents agrees training and development practice has
traditional been used to ensure that the right persons are in right job at the right place, while
6(23%) of respondents dis agrees on the ideas and 6(23% of the respondents strong disagrees
on the ideas , while 3(11% )of the respondents stronglyagrees and1(5%) neutral on the ideas
From this we concluded that organizations typically attempt to use training and development
practice to ensure that the right person is in the right job at the right place. the respond isagree
with10(38%)respondent to traning and development practice on employees performance.

Table 15: What did your performance look like before taking training in Ethel-telecom
Debre Branch?
Response Frequency Percentage

Encouraging 10 39%

Discouragig - -

Need important 7 27%

good 9 34%

Total 26 100%

(Source: questionnaire, 2014)

Table revels that out of the total respondents those who have taken training course
10(39% )was encouraging performance before taking training course on the other hand
9(34%) of the respondents performance good and9(34%) need important
7(27%)improvement even though, most of the respondents performance is encouraging still
there are groups that need improvement in their performance. From this table we concluded

33
that most of the respondents have taken training course before training is taken in Ethio
telecom in Debre markos branch.

34
Table 16: How did the training and development impacts your works performance?
Responses Frequency Percentage %

Excellent 5 19 %

Very good 7 26 %

Good 8 30 %

enough 6 25 %

Total 26 100%

(Source: questionnaire 2014)

Data analysis from table indicates that a maximum of 8(30%) respondents agreed that the
training on their work performance was good. Respondents representing 7(26%) mentioned
that the training on their work performance was very good. Enough while 6(25%) said the
training on their work performance was and Excellent 5(19%) The result that training
adversely implies on work performance are good 8(30%)employees on training.

4.3 INTERVIEW ANALYSIS

The interview was conducted with manager of Ethio telecom in Debre markos branch and two
executive employees, in the form of structured way. the result of interview stated as follow.

Q1. Does the organization give training and development practice programs to its employees?

Answer; yes the interviewee said that Ethio-telecom in Debre markos branch was one of the
most known organizations that give training and development practice to its employees of the
organization and manager of the organization.

35
Q2. How often do you think employees should be trained?

Answer; the interviewee said that in Ethio telecom in Debre markos branch an employee can
take training and development practice based on the nature of the work an employees are
engaged. The numbers of employees who should participate in one training session program
depends on the availability of resource to hold it, for instance, availability of class, trainers,
computers etc….

Q3. What method of training and development practice used in your institution?

Answer; the interviewee said that Ethio telecom in Debre markos branch uses both on the job
and off the job methods but most of the time it uses off the job training method. this can be
held by using lecture, conference, and development of interpersonal relations practical or
instrument training.

Q4. What are the criteria for the assignment and selection of trains and trainers?

Answer; the interviewee said that the organization select its expert trainers based on capability
of individual. The organization select individual experts based on the experience and
recognition they obtains from other training center and his/her relevant filed.

36
 CHAPTER FIVE

SUMMARY OF MAJOR FINDING, CONCLUSION AND

RECOMMENDATION

5.1. SUMMARY OFMAJOR FINDING

This research examined the training and development practice on employees' performance, a
case of Ethio-telecom in Debre markos branch. The research had the objectives to find out
how training and development practice of Employees contribute to the achievement of the
goals of the Ethio telecom in Debre markosbranch. Again, it found out whether there were
organizational issues that constraint training and development practice in Ethiotelecom in
Debre markos branch. Furthermore, it investigated how training and development needs of
employees were determined. The analysis indicated that the major organizational issue
constraining training and development practice at Ethio telecom in Debremarkos branch was

37
lack of top management support for the training and development practice programs. Training
and development practice in particularly at Ethio telecom in Debre markos branch should
become more closely tied to the need and strategies of Ethio telecom in Debre markos branch.
Training and development practice has a significant for achieving organizational goal through
enhancing employee's performance, retention and motivation. Regarding analysis most of the
respondents said that training and development practice policy at institution are not mostly
known to employees who sometimes hinder any proposed training and development practice
program. majority of the respondents said that organizations typically attempt to use training
and development practice to ensure that the right person is in the right job at the right place. A
large number of the total respondents admitted that training on their work performance was
excellent. Most of the respondent analysed that the organization gives more effective training
which was composed of theory and practice. The analysis also concluded that even though
majority of the respondent's performance was encouraging still there are groups that need
improvement in their performance. Most of respondents have realized that performance after
taking training. Finally most of the respondents follow up by the training institute after
trainees completed the programs.

5.2 CONCLUSIONS

Based on the results of the study it become clear that training and development practice
strategy was haphazardly carried out activity at Ethio-telecom in Debre markos branch.
Although the respondents were of the various aspects of training and development practice,
there was no strategic frame work in place as the basis for an operational plan for the training
and development practice strategy. Even though all respondents indicated that training and
development practice was part of the strategic business plan process of Ethio-telecom in Debre
markos branch. Furthermore, it can be concluded that clear human resource management in
general, and training and development practice in particular at Ethio telecom in Debre markos
branch should become more closely tied to the need and strategies of Ethio telecom in Debre
markos. There was the thread that ties together all other activates and integers these with the
rest of the departments. It became clear from respondents that the major organizational issue
38
constraining training and development practice at Ethio telecom in Debre markos branch was
lack of top management support for the training and development practice programs.
Therefore in Debre markos Ethio telecom in its attempt to enhance employees' performance,
retention and moral competition most endeavour to ensure effective training and development
practice strategies across all departments.

5.3. Recommendation

Based on the finding and conclusion the following recommendations are out lined for
addressing, challenging, identified as well as ways of improving training and development
practice at Ethio telecom in Debre markos branch.One of the major organizational issue
constraining training and development practice at Ethio telecom in Debre markos branch was
lack of top management support for training and development practice programs. Therefore, In
order to position Ethio telecom in Debre markosbranch for success, management should better
to empower developments in various practice to engage in training and development Practice.
The Company should have to give additional training to employees since some employees do
not understand about training and development practice. In Debre markosEthio telecom has
the aim and objective to know about training and development practice and to be successful on
its goal. In order to attain this objective it was better to looking the future has great
significance in today's globalization based on business environment.Employees of Ethio
telecom in Debre markos branch advisable to take on the role of organizational change agent
to be effective in its goal. The human resource manager would need to create a frame work for
making human resource decision based on Ethio telecom in Debre markos branch vision and
strategic plan. Through, collaborative process each department advisable to develop its own
training and development practice plan, which outline its critical strategic issues. Since most
of the Employees does not aware of any training and development practice. Policy therefore
the company should be give training in mostly known ways to the Employees of the
organization. To better compete in the global market, Ethio telecom in Debremarkos branch
would advisable create corporate strategies. In Debre markos Ethio telecom should widen its
source of training with technological advancement in the human resource development
39
perspective. Finally, government body was better to encourage to Ethio telecom in Debre
markos branch gives training to Employees in well efficient manner ways.

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43
 APPENDIXES I

DEBRE MARKOS UNIVERSITY COLLEGE OF

BUSINESS AND ECONOMICS DEPARTMENT OF MANAGEMENT

Questionnaire to be filled by the employee of Ethio-telecom Debre markos

branch

The purpose of this questionnaire is assessing the training and development practice on
employees' performance in case of Ethio-tele com in Debre markos branch as fulfillments of
the requirement for the completion of bachelor degree in management so; we kindly request
your since are cooperation because your cooperation is very important to accomplish the study
your information would be kept confidentially.

General instructions; choose the letter box you agrees on

Part 1: PERSONAL PROFILES

1. sex, Male Female

2. age , below 20 years 20-30 years

41-50 years 51-60 years

3. How many years serve in Ethio telecom

1-5 6-10 11-15 16-20 21 or more

44
4 .on what basis are you employed Permanent Temporary

5. Qualification Master Diploma

Bachelor degree

General instructions; choose the letter box you agrees on

Part 2 work Related question

1. Does your organization provide you a training and development program since you joined
the organization. Yes No

2. Does your organization provide you training

Yes No

If your answer is yes, what kind of traning did you take?

1. _____________________

2. _____________________

3 . _____________________

3. Are those who give the training and development practice program have adequate
knowledge and skill? Yes No

4. Have you ever received any form of training joining Ethio telecom in Debre markos
branch?
45
 Yes No

5 . Have you realized any change your performance after taking the training?
Yes No

6.How did the training and development impacts your works performance?
Excellent Very good good enough
7. Is the training content relevant to achieving your personal needs, goals and self-
development?
Relevant Very relevant Some relevant no relevant
8. Are there organization issues that constrain training and development practice at Ethio-tele
com in Debre markos branch?
Yes No Not sure
9. Do you agree that training and development practice has traditionally been used to ensure
that the right person is in the right job at the right time?
Agree Disagree Strongly agree Strongly Disagree
natural

10 . What did your performance look like before taking training in Ethio-tele com in Debre
markos branch?
A, Encourage Discouraging good D,very good

11. How did the training and development impacts your works performance?

Excellent Very good good enough

46
47
APPENDIXES II

Q1. Does the organization give training and development practice programs to its employees?

Answer; yes, the interviewee said that Ethio-telecom in Debre markos branch was one of the
most known organizations that give training and development practice to its employees of the
organization and manager of the organization.

Q2. How often do you think employees should be trained?

Answer; the interviewee said that in Ethio telecom in Debre markos branch an employee can
take training and development practice based on the nature of the work an employees are
engaged. The numbers of employees who should participate in one training session program
depends on the availability of resource to hold it, for instance, availability of class, trainers,
computers etc….

Q3. What method of training and development practice used in your institution?

Answer; the interviewee said that Ethio telecom in Debre markos branch uses both on the job
and off the job methods but most of the time it uses off the job training method. this can be
held by using lecture, conference, and development of interpersonal relations practical or
instrument training.

Q4. What are the criteria for the assignment and selection of trains and trainers?

Answer; the interviewee said that the organization select its expert trainers based on capability
of individual. The organization select individual experts based on the experience and
recognition they obtain from other training.

48