effects of training on employee performance: a case …

EFFECTS OF TRAINING ON EMPLOYEE PERFORMANCE: A CASE

STUDY ON AIRTEL NETWORKS LIMITED, ABUJA

BY

NKEMAKOLAM SAMUEL NNANNA

BU/17C/BS/2923

DEPARTMENT OF BUSINESS MANAGEMENT

FACULTY OF MANAGEMENT AND SOCIAL SCIENCES

BAZE UNIVERSITY, ABUJA

JULY 2020

DECLARATION

I declare that this project titled “Effects of Training on Employee

Performance in Airtel Networks Limited, Abuja” has been done by me

and supervised by Mr. Solomon Peter Adah.

Nkemakolam Samuel Nnanna Date

BU/17C/BS/2923

CERTIFICATION

This is to certify that the Department of Business Management, Faculty

of Management and Social Sciences, Baze University, Abuja, Nigeria has

approved my research work “Effects of Training on Employee

Performance in Airtel Networks Limited, Abuja” by Nkemakolam Samuel

Nnanna (BU/17C/BS/2923).

Supervisor

Mr. Solomon Peter Adah

Date

Head of Department

Dr. Pauline E. Onyeukwu

Date

Dean, Faculty of Management

And Social Sciences

Prof. Osita Agbu

Date

External Examiner Date

DEDICATION

I dedicate this project to God and my family

ACKNOWLEDGEMENT

Some people deserve to be acknowledged for their valuable contribution

to my project. I am grateful for the advice and constructive criticism

given to me by my project supervisor, which helped me with my work.

I am also indebted to my lecturers whose academic support helped me

carry out this study and would love to say a big thank you to everyone.

Finally, to my family for their financial support, faith, and patience

towards the successful completion of my project.

ABSTRACT

Robust training of employees will enable organizations to maintain the

right set of workers with the necessary skills, knowledge, and attitude. It

will also ensure that plans are put in place to meet the challenges of skills

deficiency, for industries in the future. This research study reviews the

effects of training on employee performance in a telecommunications

company - Airtel Networks Limited, Abuja. The survey research

methodology using a questionnaire was employed in this study to enable

the researcher to successfully gain insight on the subject. The findings of

this study show that for organizations to see improvements in employee

performance, there is the need to develop training programs and ensure

employees who are of course the most vital assets of an organization are

consistently trained. This study concludes that the selection procedure,

training design, and training delivery style affects the outcomes of

training programs and ultimately the performance of the employees.

TABLE OF CONTENTS Title page

Certification

Declaration

Approval Page

Dedication

Acknowledgment

Abstract

Table of Contents

List of Tables

List of Figures

CHAPTER ONE: INTRODUCTION

1.1 Background to the Study………………………………………………………….1

1.2 Statement of the Problem………………………………………………………..4

1.3 Research Questions………………………………………………………………….5

1.4 Objectives of the Study…………………………………………………………….5

1.5 Research Hypotheses……………………………………………………………….5

1.6 Significance of the Study…………………………………………………………..6

1.7 Scope of the Study…………………………………………………………………….6

1.8 Definition of Terms…………………………………………………………………….7

CHAPTER TWO: LITERATURE REVIEW AND THEORETICAL FRAMEWORK

2.1 Conceptual Framework……………………………………………………………………8

2.2 Theoretical Framework.................................................................…..18

2.3 Empirical Review…………………………………………………………………………….19

2.4 Literature Review Summary……………………………………………………………20

CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Research Design…………………………………………………………………………….21

3.2 Sources of Data……………………………………………………………………….…….21

3.3 Methods of Data Collection…………………………………………………………..21

3.4 Population of the Study…………………………………………………………………22

3.5 Sample Size and Sampling Technique…………………………………………….22

3.6 Methods of Data Analyses……………………………………………………………..22

3.7 Validity of the Research Instruments……………………………………………..23

3.8 Limitation of the Study…………………………………………………………………..23

CHAPTER FOUR: DATA ANALYSIS, FINDING AND DISCUSSION

4.1 Data Analysis………………………………………………………………………………….24

4.2 Findings of the Study……………………………………………………………………..34

CHAPTER FIVE: SUMMARY, CONCLUSION, AND RECOMMENDATIONS

5.1 Summary……………………………………………………………………………………….35

5.2 Conclusion……………………………………………………………………………………..36

5.3 Recommendations…………………………………………………………………………38

5.4 Areas for Further Studies……………………………………………………………….39

References…………………………………………………………………………………………..40

Appendix A………………….……………………………………………………………………...44

Appendix B………………………………………………………………………………………….49

List of Tables

Table 1………………………………………………………………………………………………..25

Table 2………………………………………………………………………………………………..27

Table 3………………………………………………………………………………………………..29

Table 4………………………………………………………………………………………………..32

Table 5………………………………………………………………………………………………..32

Table 6………………………………………………………………………………………………..33

List of Figures

Figure 2.1…………………………………………………………………………………………….8

Figure 4.1……………………………………………………………………………………………25

Figure 4.2……………………………………………………………………………………….....28

Figure 4.3……………………………………………………………………………………………31

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CHAPTER ONE: INTRODUCTION

1.1 Background of the Study

Due to significant changes in the corporate world, organizations -

including Airtel Networks Limited, understand that maintaining a

competitive edge in the market requires investment, employees should

be equipped with the right skills which acquired through intensive

training.

Training is the achievement of relevant skills or provision of necessary

knowledge for employees to perform specific tasks to achieve a common

goal (Olaniyan, 2008). It yields definite outcomes which include

improved staff competency and capacity for performance. An

organization may find it challenging to maintain competent staff in its

payroll if training of its workforce is not made available or considered a

priority. This will ultimately hinder the achievement of organisational

goals.

Organizations around the world including Airtel Networks Limited,

Nigeria require their employees to have the capacity to accomplish goals

that justify their wages. If the organization does not obtain the desired

or expected output from its employees, they will employ individuals who

meet those expectations or implement strategies that ensure poorly

performing employees meet performance expectations. In cases were

strategies are employed to improve performance, training is the

preferred solution (Onasanya, 1999).

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Employees gain knowledge, skills, and abilities to change their behaviour

and attitudes during training which can producing high quality results for

the organisation (Ahmed & Yohanna, 2014).

This individual improvement seen in employees also translates to

improved organisational performance (Al-Mzary, Al-Rifai, & Al-Momany,

2015, Okechukwu, 2017). Training can also ensure that the workforce

can adapt seamlessly to new technology increasing the efficiency and

productivity of individuals and organizations (Khan, Abbasi, Waseem,

Ayaz, & Ijaz, 2016).

In this age of technological advancement, change is a reoccurring and

persistent factor. As a result, organizations must ensure training is

consistent in order to tackle the challenges that arise from political,

financial, societal and pioneering changes in the environment (Buckley &

Capel, 2009). For organizations to survive, grow and develop, they must,

therefore, increase their capacity to adjust to the external and internal

needs that occur as a result of these changes.

Furthermore, customer service, efficiency, quality, employee retention

and development are some of the reasons that drive the implementation

of training programs in organizations as a means to influence

performance (Noe, 2008). To claim the top spot in a specific industry,

organisations must compete. This competitiveness serves as motivation

to improve an organization's capacity to possess and sustain market

share in a specific industry. As a result, a large number of organizations

have been driven to build training centres to ensure they have a superior

stance in the market (Noe 2008).

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Organizations are now experiencing significant changes as a result of

innovations, rapid evolution of knowledge, globalization of business, and

escalation of e-commerce. Therefore, it is relevant for organizations to

figure out ways to attract, maintain, and encourage their skilled

workforce for improved performance. This is because "the human

factor" plays an important role in reaching organizational goals

(Gberevbie, 2010 p.61).

Training allows employees to gain knowledge on the best way to utilize

emerging and new technologies. It also provides insight on ways to

function effectively in new work designs and environments such as

virtual groups, liaising and communicating with customers and other

stakeholders from various backgrounds for efficient services (Noe,

2008).

Due to the increase in global competition, organizations must find ways

to reduce their expenses, while improving quality, delivery speed, and

adaptability. In this new age, it is also essential that improvements not

only focus on output and feasibility of technical processes but also on the

employees who execute them. It has therefore become increasingly

important for employees to adapt to change quickly, while staying

competent and motivated (Bokhorst & Slomp, 2007).

“Airtel Networks Limited is a foremost telecommunications provider in

Nigeria with its headquarters in Lagos Nigeria. Airtel with a customer

base of more than 39.8 million is amongst the top four mobile service

providers in terms of subscribers. Airtels product offerings include 2G,

3G, and 4G wireless services, mobile commerce, and enterprise services”

4

(Airtel, 2020). Airtel Nigeria stated that its most important assets are its

people. As a result, they constantly strive to hire passionate people who

have energy and a can-do spirit looking to influence their communities

positively (Airtel, 2020).

To maintain a workforce that can effectively manage a diverse customer

base of over 30 million and ever-changing technology in the industry,

training becomes a necessity. This research seeks to find out if training

is a culture imbibed in Airtel Nigeria and its effect on employees and

overall employee performance.

1.2 Statement of the Problem

Training is currently in a state of crisis around the world mostly due to

the harsh economic climate. As a result, organizations such as Airtel

Networks are forced to cut down on training budgets as one of the first

line of items to reduce expenses. This means that the lofty ideas about

continuous learning and professional development of employees have to

give way to concrete justification with convincing evidence that they will

deliver bottom-line results and contribute to the achievement of

organizational objectives (Kirkpatrick & Kirkpatrick, 2016).

The current economic challenges and crisis in the training world can

result in low-level productivity of employees. Some organizations incur

many losses inform of wastage arising from mistakes made by workers

who lack the specific skills needed to perform their jobs effectively.

Another major problem faced by Airtel Networks Limited, Abuja,

resulting from the non-existence of training and development plans is

job dissatisfaction.

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1.3 Research Questions

Based on the objectives, the research questions were composed for this

study. These objectives are listed below:

The degree of influence the selection procedure of

employees for training affect employee performance?

The degree of influence training design affect employee

performance?

The degree of influence training delivery style affect

employee performance?

1.4 Objective of the Study

The objective of the study aims at deducing the effect of training on

employee performance in Airtel Networks Limited, Nigeria. This study

seeks to:

Ascertain the impact to which the selection procedure of

employees for training affects employee performance.

Ascertain the impact to which training design affect

employee performance.

Ascertain the impact to which training delivery style affects


1.5 Research Hypotheses

Three hypotheses were formulated for testing to achieve the objectives

stated above. These are listed below:

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There is no correlation between the selection procedure of

employees for training and employee performance.

There is no correlation between employee training and

employee productivity.

There is no correlation between training delivery style and


1.6 Significance of the Study

The outcome of this study is integral to management, members of staff,

human resource management, and researchers in making informed

decisions about employee training. Top management can make

decisions that develop employee performance through organising

training and performance development programs.

Airtel employees was used as a case study for the need for training and

consistent participation as they have inside knowledge of Airtel business

operations.

This study will provide the human resource department with relevant

information for appropriate planning and implementation of training

and development programs.

This study will also serve as reference material for additional studies into

the subject matter.

1.7 Scope of the Study

The study looked at the effects of training on employee performance.

Restriction to this study was the selection procedure for training

programs, employee-training design, and training delivery style on

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employee performance. The geographical scope for this study is Abuja.

The telecommunication company used for the study is Airtel Networks

Limited, Abuja.

1.8 Definition of Terms

Employee – A person who has been hired to do specific tasks.

Employer – An employer is the authority which employs and pays

employees for their labor.

Employee Performance – This is an outcome of an employee to achieve

a certain goal.

Questionnaire – This is a research tool that consists of a chain of

questions used to gather information from the respondents.

Organization – An entity that involves one or more people coming

together to accomplish a common goal or objective.

Performance – The achievement of specific responsibilities graded

against a pre-set standard of accuracy (Afshan et al. 2012).

Training - An activity planned in a systematic fashion that results in a high

level of enhanced skills and knowledge that is necessary to effectively

and efficiently perform any task (Pace, Smith & Mills 1991).

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CHAPTER TWO: LITERATURE REVIEW AND THEORETICAL

FRAMEWORK

2.1 Conceptual Framework

Figure 2.1: Conceptual framework of the effect of training on employee

performance

Concept of Training

Training is the methodical gaining and improvement of knowledge, skills,

and behaviours imperative for employees to complete the job

responsibilities or to perform better in their work environment.

(Tharenou, Saks and Moore, 2007).

Based on various other studies training can also be interpreted as,

intentionally improve attitude, knowledge or skill via learning in order to

attain improved performance in a specific task or variety of tasks

(Beardwell and Holden, 2001:324). Its major goal is to improve individual

competences and to be equipped to meet the current and future needs

of the organisation.

EMPLOYEES

TRAINING

TRAINING DESIGN

Pretest trainees

Select training methods

Plan training content

TRAINING DELIVERY

Schedule training

Conduct training

Monitor training

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The exponential rate of technological advancement of information and

technology reduces the time frame which knowledge and skills become

out-dated. This makes it impossible for skills required by employees for

work to remain stagnant. As a result, it is paramount for employees to

align their personal development goals to that of their organisation and

their own future growth. It is also important for the Human Resources

Department to take into consideration the current and future

requirements and goals of the organisation when designing, planning

and implementing employee training programmes (Holden, 2001).

Despite these different views, it is important to note that the reviews by

all the scholars imply that training helps in the improvement of employee

performance.

Consistent profitability of any business venture is largely determined by

the level of employees’ quality and their performance improvement via

training and continuous learning. Human Resources experts agree that

organisation strengths lie in the best of its employees indicating the

importance of training being in tandem with employee training needs

(Noe, 2008). In the same vein, Bratton and Gold (2000) confirm that

effective cooperate leaders understand that their competitive edge in

today's market place is their workforce. The human resources of few

organisations aren’t effectively coordinated as these organisations

engage in old-style management methods are unsuitable in today's ever-

changing workplace.

Recruitment of competent employees is a major requirement in the

management of any organisation, whether small or large. As a result of

the inadequacies in the formal educational system in Nigeria, basic work

skills and competencies needed to thrive in the workplace is lacking in a

10

significant number of employees. This means that many employees have

to undergo intense on-job training in order to gain the necessary skills

required to make a significant contribution to the growth of an

organisation. It’s imperative for organisations to understand their

employees train needs through a need’s assessment design and analysis

with overall organizational goals and objectives for actualization of the

organizations vision and mission.

Types of Training

There are certain factors that determine the type of employee training

suitable to a specific organisation. These include the job description, skill

gap to be filled, the employees' current qualifications, and the difficult

tasks employees encounter in fulfilling the responsibilities of the job.

Also, employee size to be trained, availability and cost can be factors to

consider (Adamu, 2008). An employees' current, or future job role is also

a major deciding factor in the model of training to be adopted (Ezigbo,

2011). The models of training that can be implemented fall broadly into

two types namely: on-the-job and off-the-job training, (DeCauza et al,

1996).

A. On-the-job training (OTJ): This is a model designed to provide

training to employees in their normal/routine working

environment. The goal of this type of training is to allow employees

familiarize with their normal working circumstances, i.e. during the

training period; employees would directly use processes,

machinery, and equipment that will be used routinely. Additionally,

it provides employees with first-hand experience on how to handle

difficulties that may arise during the execution of a task. Trainees

aim to learn by observing the supervisor or a more experienced

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employee performing a specific task. To perform the task, trainees

are guided by the instructions of the supervisors. This method is

very common amongst companies for training employees currently

working at the organisation and sets the tone for employees that

will be hired in the future due to its cost-effectiveness and

simplicity. Examples of the on-the-job trainings are discussed

below

1. Apprenticeship

Apprenticeship is a training system that is commonly used for the new

generation of practitioners of a specific trade or profession. It ranges

from craft occupations to regulated professions that require obtaining a

professional license. This system of training provides employee with the

required knowledge and skill required for a craft or a variety of related

jobs (Ezeigbo, 2011). Majority of the training involves working for an

employer who teaches the apprentices their trade or profession, in

exchange for their labour over a fixed period after they have attained

assessable competencies. An allowance for upkeep is usually provided

by the employer during the period of training.

2. Induction/Orientation

This training is given to fresh employees to induct them into

organisation’s processes, policies, goals and regulations of an

organization (Olaniyan and Ojo, 2008). New recruits are introduced to

their new job responsibilities which usually occurs during the first day/

week of resumption.

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3. Internship

This type of on-the-job training is mostly used for formal

jobs/professional careers. Internships and apprenticeships are similar

however they are both geared towards different career paths i.e.

internships are for professional careers and apprenticeships for

trade/vocational jobs. Internships are popular with under-graduates.

Post-graduate students can also undergo internship training. For the

most part, internship provide you with an opportunity to expand your

knowledge and benefit from invaluable on-the-job experience.

Renumeration for internships are can either be paid, unpaid or on a part

time basis.

4. Job Rotation

In this type of training, trainees are given different job roles and

responsibilities in different departments over a period of time. This is an

effective strategy for developing employees for management roles as

they are alternated from one assignment to another exposing them to

the entire chain of operations in the organisation.

A well-structured job rotation program in an organization yields positive

impact on job fulfilment and zeal to take on new challenges within the

organisation. Rewards of this are building strong leaders, job

enhancement and enthusiasm to perform due to exposure to new

challenges and career development.

B. Off-The-Job training – This method of training is done at an organized

off-site, at a different location from the current organization for an

agreed time. The purpose of this method of training at a different site to

provide employees with a change of scenery which most times has a

13

positive impact. They can also analyse previous behaviours for the

purpose of reflection on what has been successful and what has not

(Okanya, 2008). The trainees are provided with educational material,

which covers the theory aspect. During the type of training, trainees feel

more inclined to express their views and feelings. They can also explore

new and pioneering impressions using case studies, conferences,

seminars, audio-visuals, lectures, simulations and role-play. This is an

expensive training method with expenses including the place of training,

facilities used in training the employees, and hiring experts to add value

to the training. A method of off-the-job training is the classroom

instruction technique as described below.

-Classroom Instruction Technique

This type of training is typically designed to take place at off-site

locations e.g. professional institutions and designated training centres.

Adamu, 2008 states that its main purpose is to stimulate and absorb the

general principles of various ideas, the comparison between these ideas

based on background knowledge. The techniques employed in this

method include case studies and lectures. Seminars, Workshops,

conferences and symposiums can also be used to achieve this type of

training. A form of assessment is usually conducted after the training and

a certificate of participation issued.

Employee Performance Indicators

A major objective for HR departments is tracking employee training and

its resultant effect. Organisations develop key performance indicators

(KPI) to guarantee ample return on investment from training of

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employees. Appropriately developed KPI serve as a yardstick for

assessing the progress of employees against a series of wide-ranging

goals or objectives. However, a significant number of organizations are

unable to develop suitable KPI.

To effectively track employee training and its effectiveness, key

performance indicators should include; specific objectives, measurable

goals, relevant goals to the organization and Time-frame for achieving

this goal. Hakala (2008) explains that the following indicators are used to

measure performance

Quantity: This indicator highlights the amount of items produced, or

sold in comparison to the fixed standard i.e. the amount of items

earmarked for production, processing and sale.

Quality: Several Indicators are used to measure the quality of a

completed task. The ratio of work output repeated or rejected is an

indicator. In a sales environment, a key indicator of quality salesmanship

is the proportion of enquiries converted to sales.

Timeliness: This measures the speediness in the completion of tasks or

provision of services. For example, in a manufacturing company; a time

based indicator is the time frame used to produce a product or cycle time

for a specific operation.

Cost-effectiveness: This factor can be used as a measurement evaluating

how an employee is cost efficient.

Absenteeism/Tardiness: An absent employee cannot perform his/her

duties. The performance of other employees can be impacted negatively

by absences, too.

15

Creativity: This performance indicator may be problematic to quantify,

but in a number of formal jobs, it is very vital. Managers and employees

should create their own yardstick or metrics for creative input from

employees.

Policy Adherence: Policies are put in place to create boundaries and

ensure encouragement of creativity does not translate to deviation of

companies’ ethics, rules and regulations. Employees who deviate from

company policies show that their performance and development goals

do not align with those of the company.

Gossip and Other Personal Habits: This may not be an obvious

performance-related indicator, but personal habits like gossip, can

adversely affect performance and hinder that of others. Such behaviours

should be confronted, and goals set to reduce their occurrence.

Effect of Employee Training on Employee Performance

Trainers must be knowledgeable on the relationship between training

and profit (Pont, 2003). Training for the sake of training is no longer the

order of the day. It must yield a competent workforce that can keep up

to pace with the high level of skills and capabilities that are essential in

today’s dynamic work environment and prepare employees for future

demands. It is then expected of trainers to use each opportunity as a

response to achievements, mostly on the effect on the business to

senior management (Pont, 2003). If the training provided is not

delivered professionally, the quality of learning diminishes causing

reduced individual competence and ultimately having an unfavourable

effect on business performance (Biech 2009).

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In a dynamic world of business and economic uncertainty, organizations

acknowledge their plight in handling challenges that arise (Tai, 2006). As

a result, firms should invest in training programs to ensure their

employees are capable and competent to face uncertainties and take

timely and effective decision, to maintain a competitive edge in the

market. Effective training is of immense value to organizations as vital in

capacity development, for the individual and organizational levels, as

such influencing organizational performance (Ezigbo 2011).

Furthermore, it decreases the employee turnover and prevents

employees changing jobs rapidly (Shaw et al 1998). It is also indicative of

the organisation’s dedication to its employees which in turn leads to an

increase in their motivation.

Training also helps improve quality of products/services, productivity,

consumer satisfaction, morale, viability, management succession,

business development, and organizational performance. In most

organisations, individual and organisational appraisals are performed to

identify needs before training programmes are planned and

implemented (Olaniyan & Ojo, 2008:327). A post training evaluation is

also done to determine the usefulness of the program in accordance with

the needs identified (Olaniyan &Ojo, 2008). The evaluation provides

insight into the level of impact the training has on employees'

productivity. These steps are important because an organization

succeeds when its employees possess and apply the required knowledge

and skills.

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Training Design and Employee Performance

Organizations must be cautious when designing training programmes

(Armstrong, 2000). The design must align with identified needs of the

employees (Khan, Khan, and Khan, 2011). Organizations that meet this

criterion when designing training programmes usually obtain good

results (Partlow, 1996).

There are three key factors to consider when formulating a training

design, these are; understanding trainees’ eagerness, learning styles and

trainee knowledge transfer. Trainees must have the basic skills required

for acquiring knowledge, high level of motivation for learning and also

self-efficacy in order for a training to yield positive results (Mathis and

Jackson (2000). Trainers must be well-informed on the application of

learning theories in the design of training programmes to ensure the

objective of training which is to help employees gain the required skills,

knowledge and behaviour needed for improved performance at work is

met. Individuals are more likely to learn if they acknowledge the need

for training and make a commitment towards it.

Effect of Training Delivery Style on Employees Performance

A key component in delivery a training programme is in its delivery style

(Carlos, 1995). Employees are mindful of the trainers style of delivery

applied in their trainings (Armstrong, 2000). Therefore, if a training is not

delivered in a suitable style or engaging its audience, the essence of the

training is lost. (Phillip and Eves, 2005). Delivery style is a vital element

in training because it is the determining factor in achieving the changes

expected in the trainee. It is the responsibility of the HR department to

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ensure that the delivery style applied in trainings capture the interests of

the trainees. A common consideration to conduct training on a pilot basis

or trial basis to determine if it meets the identified needs and that its

design is suitable for the group of trainees (Mathias and Jackson, 2004).

2.2 Theoretical Framework

Employee training has two major theoretical approaches, which are, the

human capital approach and the technology-based approach. The

human capital approach suggests that training is an investment in human

capital whereby gains achieved from increased productivity levels are

greater than the cost of training (Luo, 2000). The technology-based

approach suggests that training is a skill formation process. According to

this approach, training in the contemporary period is driven by a rapid

change in technology and work reforms. To reform employee

performance and growth, this type of training is preferred as it explores

the needs of an organisation.

Luo (2000) says that organisations face challenges with trainings as a

result of four different factors. Firstly, trainings that are conducted are

not essentially tied to the technicality of the role. Secondly, prior needs

assessments are rarely performed, despite suggestions to do so in most

training guides. Third, training instructors and organizations rarely

evaluate outcome(s) resulting from trainings. Evaluation, when one is

done, is often focused on how trainees feel about the training and not

what was learnt. Feedback forms often referred to as "smile sheet", as

the response from trainees to determine the impact of the training.

Fourthly, the rapid expansion of personal development and training has

19

taken place with little or no consideration of scientific evidence that may

link such training with improvements in organizational goals.

2.3 Empirical Review

Studies have tried to demonstrate that high skills are contributory

factors responsible for the success of organizations (Tamkin, 2005).

Research indicates a substantial relationship amongst an effective

workforce and employee performance mainly gauged by the level of

workforce productivity.

A report confirmed that employees of manufacturing companies with on

average a higher/additional qualification performer better (Haskel and

Hawkes 2003).

Employees’ innovation are sparked through the acquisition of higher

skills which leads to a more refined production process and higher

quality products.

Similarly, in the US it was found that an additional year of education

increased productivity in the range of 4.9 - 8.5% in the manufacturing

sector and 12.7% in the services sector (Lynch and Black, 1995).

The impact of training on performance has been analysed for different

indicators including improved output, profits, salary bandwidth.

Increased training led to a more effective work force with increased

productivity across several sectors. The manufacturing companies

participating in trainings showed increased level of productivity, higher

intensity, conducted more research, and had a more competent

workforce.

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Collier et al (2002) found that increased funding in training reduces the

chances of an organization closing down. For smaller organizations,

informal workers training had an impact whereas for larger

organizations, training of informal workers. Employees’ motivation and

positive outlook are evidence-based benefits from training noted.

2.4 Literature Review Summary

This literature is reviewed on both conceptual and empirical reports.

From the reviewed empirical studies, it was discovered that training

would help an organization compete in a particular industry. A few

related studies found a significant relationship between training and

employee performance. An overview of the empirical studies reveals a

few local studies on training and employee performance.

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CHAPTER 3: RESEARCH METHODOLOGY

3.1 Research Design

The research design includes the techniques used for the collection,

measurement, and analysis of data. Due to the lack of control by the

researcher over the variables and outcome of this study, survey design

was chosen. It took one month to collect and review the answered

questionnaires. See ‘Appendix A' for this study questionnaire.

3.2 Sources of Data

Two types of data were gathered for this study: primary and secondary.

For the primary data, questionnaires were directly distributed among

employees at Airtel Networks Limited, Abuja to provide first-hand

answers to the questions posed. For secondary data, relevant articles,

books, journals, and reports were used in this research.

3.3 Method of Data Collection

Questionnaires were used as a method of data collection in this study.

Data was retrieved from 145 employees who responded to the

questionnaires.

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3.4 Population of the Study

The population consists of 200 senior and junior staff of Airtel

Communication, Abuja. The senior staff comprise of 64, while the junior

staff are 136 in number (Human Resource Departments of Airtel

Networks Limited).

3.5 Sample Size and Sampling Technique

Since the population of the study is not high, all the respondents were

used. Census sampling technique was adopted. Census sampling

method is a process whereby a statistical list where all members

of the population are gathered and analyzed (UNECE 2006). This

is because all the population in the study was used. A total

number of 145 employees responded to the questionnaires

distributed which comprises of 56 senior staff and 89 junior staff

respectively.

3.6 Methods of Data Analysis

Data generated from the questionnaire is illustrated using Microsoft

Excel while the chi-square test performed with the Statistical Package for

Social Sciences (SPSS) will be used for the hypothesis. Also, comparisons

will be drawn from the percentage of responses given by the

respondents. This will take into account the level of employment, the

highest education level, and years with the organization.

Decision Rule on Chi-square Analysis: For this study, the chi-square

analysis shows the relationship between the dependent variable and the

23

independent variable. For a 5% level of significance, the decision rule is

as follows;

1) If p>0.05, the null hypothesis is accepted, and if p<0.05, the null

hypothesis is rejected.

2) If X2-cal > X2-crit rejects H0; X2-cal < X2-crit accepts H0

3.7 Validity of Research Instrument

Validity can be defined as the level to which a measuring instrument

performs its designed function (Uyimadu, 2005). To ascertain the

instrument validity, the decision was made to adopt content validity.

The instrument was validated by the research supervisor. He ensured

that the instrument represented the entire range of probable factors to

be tested in the study.

3.8 Limitation of the Study

1. Accessibility to the respondents was limited. This can be

attributed to busy schedules and unavailability of field/sale

agents in the office

2. Some of the respondents did not seem keen to participate in the

survey

3. The government imposed a nationwide lockdown on the FCT

due to the recent pandemic, which adversely affected the

retrieval process.

24

CHAPTER 4: DATA ANALYSIS, FINDING AND DISCUSSION

In this chapter, data collected in the course of this study are presented

in tables and bar charts for illustration. Also, the Chi-square analysis for

testing the hypothesis will be explained.

4.1 Data Analysis and Discussion of Findings

Research Question 1: Ascertain the impact to which the selection

procedure of employees for training affects employee performance.

S/N Does the employee

selection procedure for

training affect

employee

performance?

Strongly

Agree

Agree Strongly

Disagree

Disagree

1. I am trained

consistently at Airtel

Networks, Limited

48 58 9 30

2. The HR

department/immediate

supervisors have a

strong influence on the

33 81 22 9

25

Table 1. Effect of selection procedure for training on employee

performance

0

20

40

60

80

100

120

Strongly Agree Agree Strongly Disagree Disgaree

Selection Procedure

Frequency HR/Immediate Supervisors Discrimination Unsystematic

selection of an

employee for training

3. Discrimination in

selection for training

has a negative impact

on employee

performance

44 88 6 7

4. Unsystematic approach

of selection affects

employee performance

31 99 4 11

26

Figure 4.1 Bar chart showing the effect of selection procedure on

employee performance based on responses from the survey.

The result in Table 1 shows that 73% of employees who participated in

the survey agree that they are trained regularly; however, the number

of employees who strongly disagree with this is significant.

Approximately 27% of employees who responded seem unhappy with

the frequency of training at Airtel, Nigeria. However, it was observed that

a large number of these employees were junior level staff and have only

worked with the organization for a duration of one to five years. Based

on this analysis, it can be speculated that Airtel is more willing to invest

in higher-level staff who have shown commitment to the organization.

Also from Figure 4.1, Human resource managers and immediate

supervisors are huge deciding factors in the selection procedure for

training. This can be considered appropriate because these types of

employees have direct/indirect access to performance levels and key

areas of improvement in various departments. Approximately 22% of

respondents disagree with this notion. This may be due to the

differences in leadership styles amongst supervisors in different

departments. The level of flexibility may vary amongst

managers/supervisors some of which may allow their subordinates to

have a strong influence in the selection procedure.

Analysis of the survey conducted shows that discrimination affects the

selection procedure negatively inferring that those who need training

may not have access to it. This can result in complete wastage of

27

resources channelled into training programs. Also, it can be deduced

from the survey that an unsystematic approach to the selection

procedure for training affects employee performance. A methodological

approach will ensure that processes can be repeated irrespective of the

availability of specific employees and targeted improvements can be

made where necessary.

Research Question 2: Ascertain the impact to which training design

affect employee performance?

S/N Does training design affect

employee performance?

Strongly

Agree

Agree Strongly

Disagree

Disagree

1. Good training ensures that

identified employee skill

gaps are adequately

captured

66 67 4 8

2. Training design affects

employee participation

41 76 8 20

3. Training design must be

evaluated before

implementation

51 89 3 2

28

4. Poorly designed training

results in waste of

resources

68 76 0 1

Table 2. Effect of training design on employee performance based on the

survey

Figure 4.2 Effect of training design on employee performance

The survey revealed that a significant number of respondents agree that

a good training design ensures that skill gaps are adequately captured.

This is evident in Figure 4.2, with the graph showing a clear distinction

between the numbers of respondents who agree that training design

plays an important role in achieving training goals and those who

disagree. This means that employees can perform specific tasks better

0

10

20

30

40

50

60

70

80

90

100

Strongly Agree Agree Strongly Disagree Disagree

Training Design

Good Training Design/Employee Skill Gaps Employee Participation

Evaluation Bad Training Design/Waste of Resources

29

because of the targeted approach applied when designing training

programs. The high number of employees (81%) who agreed that

employee participation in training would be boosted by a good training

design indicates the importance of this factor in improving employee

performance post-training. To ensure design meets expectations, parties

involved before implementation must evaluate it. Training programs

that do not capture the attention of its participants will have minimal or

no impact on employee performance and result to waste of resources. A

poor training design is nothing but a loss of time and money. As stated

by Mathis and Jackson (2000) the learner's willingness, trainers’

understanding of different learning styles, and ability to design training

for transfer are integral factors for consideration when designing a

training program. These will improve engagement, content assimilation

and guarantee sustainable impact of training programs.

Research Question 3: Ascertain the impact to which training delivery

style affects employee performance?

S/N Does training delivery

style affect overall

employee

performance

Strongly

Agree

Agree Strongly

Disagree

Disagree

1. Training delivery style

affects the level of

participation by

48 95 0 2

30

employees in a

training program

2. Training delivery style

can affect the level of

completion in training

programs

39 104 1 1

3. The delivery style of a

training program

ensures its objective is

achieved

67 76 0 2

4. The delivery style of a

training program can

affect employee

performance

52 87 2 4

Table 3. Effect of training delivery on employee performance

31

Figure 4.3 Effect of training delivery style on employee performance

Deducing from Figure 4.3, participation in training programs is hugely

affected by the delivery style. Completion of training programs by

participants and fulfillment of training objectives is also heavily impacted

by the style of delivery used. On average, 96% of participants of this

survey agreed that the delivery style in training programs is paramount

to the participation and completion of training by employees. Various

factors must be considered to ensure the delivery style improves the

level of assimilation of training content. These include the level of

employment, type of work, skills gap, number of participants, etc.

Further analysis also reveals that the overall employee performance is

improved after participation in trainings delivered based on such

considerations.

0

20

40

60

80

100

120

Strongly Agree Agree Strongly disagree Disagree

Training Delivery

Participation Completion Objective Employee Performance

32

Test of Hypothesis

Hypothesis 1: There is no significant relationship between the selection

procedure of employee training and employee performance.

Table 4: X2 analysis of the relationship between the selection procedure of employee training and employee performance

VARIABLE N Df 𝑥2cal Sig. (2-tailed)

Level of Sig.

𝑥2 crit. Decision

Selection procedure of employee training

145 9 59.304 0.000 0.05 12.49 H01

Rejected

Employee performance

Table 4 revealed that the 𝑥2cal is 59.304 with df = 9 and p<0.05. The

obtained 𝑥2cal value of 59.304 is greater than 𝑥2crit. = 12.49, therefore

the null hypothesis that there is no significant relationship between

selection procedure of employee training and employee performance is

rejected. This implies that there is a significant relationship between the

selection procedure of employee training and employee performance.

Hypothesis 2: There is no significant relationship between employee

training and employee productivity

Table 5: X2 analysis of relationship between employee training and employee productivity


Level of Sig.


Employee training 145 9 50.170 0.000 0.05 12.49

H02 Rejected

Employee productivity

33




employee training and employee productivity is rejected. This implies

that there is a significant relationship between employee training and

employee productivity.

Hypothesis 3: There is no significant relationship between training

delivery style and employee performance.

Table 6: X2 analysis of the relationship between training delivery style and employee performance


Level of Sig.


Training delivery style 145 9 18.416 0.031 0.05 12.49

H01 Rejected

Employee performance



the null hypothesis indicates no significant relationship between training

delivery style and employee performance is rejected. This implies a

significant relationship between training delivery style and employee

performance.

34

4.2 Findings of Study

1. To a high extent, the selection procedure of employees for training

affects employee performance.

2. A poorly designed training program results in wastage of resources

and impacts employee performance negatively.

3. To a high extent, training delivery style affects employee

performance

35

CHAPTER 5: SUMMARY, CONCLUSION AND DISCUSSION

5.1 Summary of the Study

The study aims to deduce the effect of training on employee

performance in Airtel Networks Limited, Nigeria. In Chapter One, an

insight into the background and the relevance to the study was described

in detail. Three objectives and research questions were formulated that

guided the course of this study. The study was delimited to the selection

procedures for training programs, employee training design, and

delivery style of training focusing on employees of Airtel Networks

Limited, Abuja.

A review of relevant literature from a pool of existing bodies of

knowledge and from theoretical, conceptual, and empirical studies that

relate to the researcher's focus was carried out in this study. The

population consists of 145 employees that responded to 56 junior staff

and 89 senior staff at Airtel Networks Limited, Abuja. A self-structured

questionnaire was used as an instrument to collect data for the study.

The instrument was reviewed by the researcher and validated by the

research supervisor.

The study using the validated questionnaire showed that the selection

procedure for training, training design, training delivery, and consistent

training affects overall employee performance at Airtel Networks,

Limited.

In Table 4 revealed that the 𝑥2cal is 59.304 with df = 9 and p<0.05. The



selection procedure of employee training and employee performance is

36

rejected. This implies that there is a significant relationship between the

selection procedure of employee training and employee performance.




employee training and employee productivity is rejected. This implies

that there is a significant relationship between employee training and

employee productivity




training delivery style and employee performance is rejected. This

implies that there is a significant relationship between training delivery

style and employee performance.

5.2 Conclusion

A significant number of studies have been conducted in various

industries and businesses overtime resulting in differing views on the

effect of training and proposed solutions to improve employee

performance. The purpose of this study is to examine the effects of

training on employee performance in Telecommunications Company -

Airtel Networks Limited, Abuja.

The findings reported in this study suggests that training has an impact

on the performance of employees concerning their jobs. This result is

largely consistent with some of the literature widely available and also

37

used for this research. To gain in-depth knowledge of this subject,

questions focused on selection for training, participation in training,

training design, training delivery style, and impact of the training on

employee productivity were posed to employees using a questionnaire.

Results show that when a systematic approach void of discrimination is

employed in the selection of employees for training, it enhances

performance. This implies that employees who need training have access

to it, yielding improved results in their abilities to carry out required tasks

effectively.

Also, 81% of respondents agreed that a good training design will increase

the level of participation in trainings by employees. This will in turn

ensure that the goal of trainings offered which is to improve

performance is achieved. The delivery style of training programs is also

an important factor to consider when employees are trained. 91% of

respondents agreed that this factor is paramount in ensuring employees

participate fully and complete training programs. It will also allow

employees on different levels of intellect to gain the required knowledge

from the training program.

Using Chi-square analysis, the three hypothesis stated in this study was

rejected. This proves that; (1) There is a significant relationship between

the selection procedure of employees for training and employee

performance (2) There is a significant relationship between employee

productivity and training (3) There is a significant relationship between

training delivery style and employee performance.

Based on the findings of the study, trainings are designed to attract,

develop, motivate, and retain employees who ensure the effective

38

functioning and survival of the organization. Employee performance is

surely improved as a result of quality and consistent training as new skills

are gained, skill gaps filled and old skills sharpened. These also result in

the subsequent success of the achievement of organizational goals and

objectives. In conclusion, training has positive effects on employee

performance at Airtel Networks Limited, Abuja.

5.3 Recommendations

The following recommendations were made based on the findings of the

study:

1. Human Resource Managers and supervisors should make room for

some input from employees regarding their training needs to

ensure selection is fair and reflective of these needs.

2. Stakeholders should ensure effective training design to enhance

the status and self-fulfillment needs of the employees.

3. The Airtel Network and training partners should adopt effective

training delivery styles to ensure participants of training programs

maximize the opportunity and contribute significantly to driving

performance, growth, and competitiveness on the regional and

global market.

4. Management should ensure that training is considered a priority

as it is a major confidence booster for employees and directly

improves their overall performance.

39

5.4 Areas for Further Studies

The following suggestions for further studies were made based on the

outcome of this study. Similar studies need to be carried out on other

telecommunications companies, industries, and government

organizations. Such findings will improve organizational strategies

and serve as material for further research.

40

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44

Appendix A: Questionnaire

Section A

BASIC DEMOGRAPHIC DATA (PLEASE TICK WHERE

APPROPRIATE)

1. Gender: Male ( ) Female ( )

2. Educational Background: WASC/GCE ( ) OND ( ) HND/B.Sc ( )

MBA/M.Sc. ( ) Others, please specify

3. What is your position in the company? Junior ( ) Senior ( )

4. How long have you been working with the company?

1 – 10 years ( ) 11 -20 ( ) 21 – 30 years ( )

Section B

Please read the items carefully and tick where appropriate

Strongly Agree (SA), Agree (A), Disagree (DA), Strongly Disagree (SD)

S/N

To what extent

does the

selection

procedure of

employees for

training affect

employee

performance?

Strongly

Agree

Agree Disagree Strongly

Disagree

45

1.

Sometimes, I go

for training

2. Managers and

HR Departments

have a strong

influence on the

selection of an

employee on

training.

3. Discrimination

in selection for

training has a

negative effect

on employee

performance

4. Unsystematic

approach of

training

affecting

employee

performance

To what

extent does

Strongly

Agree


Disagree

46

training

design affect

employee

performance?

5. Good training

ensures that

identified

employee skill

gaps are

properly

captured

6. Training design

affects

employee

performance

7. How important

is training design

on employee

performance

8. Bad training

results to waste

of resources and

47

does not

improve

employee

performance.

To what extent

does training

delivery style

affect employee

performance?

Strongly

Agree


Disagree

9. Training delivery

style ensures

that the

objective of

employee

training is

achieved

10. Poor employee

performance is a

result of poor

training delivery

style

11. Training design

style affects

48

your

performance

12. Post-training

performance

affects

employee

performance

49

Appendix B: SPSS OUTPUT WEIGHT BY VAR00007.

CROSSTABS

/TABLES=items BY Response

/FORMAT=AVALUE TABLES

/STATISTICS=CHISQ

/CELLS=COUNT EXPECTED

/COUNT ROUND CELL.

Crosstabs

items * Response Cross tabulation

Response

Total SD D A SA

items 1.00 Count 30 9 58 48 145

Expected Count 14.3 10.3 81.5 39.0 145.0

2.00 Count 9 22 81 33 145

Expected Count 14.3 10.3 81.5 39.0 145.0

3.00 Count 7 6 88 44 145

Expected Count 14.3 10.3 81.5 39.0 145.0

4.00 Count 11 4 99 31 145

Expected Count 14.3 10.3 81.5 39.0 145.0

Total Count 57 41 326 156 580

Expected Count 57.0 41.0 326.0 156.0 580.0

Chi-Square Tests

Value df

Asymptotic

Significance (2-

sided)

Pearson Chi-Square 59.304a 9 .000

Likelihood Ratio 54.912 9 .000

Linear-by-Linear Association 5.581 1 .018

N of Valid Cases 580

a. 0 cells (.0%) have expected count less than 5. The minimum expected count

is 10.25.

WEIGHT BY VAR00008.

CROSSTABS


50


/STATISTICS=CHISQ


/COUNT ROUND CELL.

Crosstabs


Response

Total SD D A SA

items 1.00 Count 8 4 67 66 145

Expected Count 7.8 3.8 77.0 56.5 145.0

2.00 Count 20 8 76 41 145

Expected Count 7.8 3.8 77.0 56.5 145.0

3.00 Count 2 3 89 51 145

Expected Count 7.8 3.8 77.0 56.5 145.0

4.00 Count 1 0 76 68 145

Expected Count 7.8 3.8 77.0 56.5 145.0

Total Count 31 15 308 226 580

Expected Count 31.0 15.0 308.0 226.0 580.0

Chi-Square Tests

Value df

Asymptotic

Significance (2-

sided)



Linear-by-Linear Association 7.529 1 .006


a. 4 cells (25.0%) have expected count less than 5. The minimum expected

count is 3.75.

51

WEIGHT BY VAR00009.

CROSSTABS



/STATISTICS=CHISQ


/COUNT ROUND CELL.

Crosstabs


Response

Total SD D A SA

items 1.00 Count 2 0 95 48 145

Expected Count 2.3 .8 90.5 51.5 145.0

2.00 Count 1 1 104 39 145

Expected Count 2.3 .8 90.5 51.5 145.0

3.00 Count 2 0 76 67 145

Expected Count 2.3 .8 90.5 51.5 145.0

4.00 Count 4 2 87 52 145

Expected Count 2.3 .8 90.5 51.5 145.0

Total Count 9 3 362 206 580

Expected Count 9.0 3.0 362.0 206.0 580.0

Chi-Square Tests

Value df

Asymptotic

Significance (2-

sided)



Linear-by-Linear Association .473 1 .491


a. 8 cells (50.0%) have expected count less than 5. The minimum expected

count is .75.

effects of training on employee performance: a case …

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