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RESEARCH REPORT

THE ROLE OF TRAINING IN IMPROVING

EMPLOYEE PERFORMNACE IN AN

ORGANISATION

A Case Study of Kafubu Water and Sewerage Company

Submitted by: Nangoyi Patience

Prepared by: Kabsy Consultancy Services

For Consultancy Services Call:+260 966717712

Mr.Kabaso Sydney

Kabsy Consultancy Services

Behind Kizmol Internet Café

ZANACO BANK, KABWE, ZAMBIA.

© 2011

TABLE OF CONTENTS



Declaration …………………………………………………….

Dedication ……………………………………………………..

Acknowledgement ………………………………………………..

Abstract ……………………………………………………………….

Chapter 1 ……………………………………………………………….

Chapter 2 …………………………………………………………………….

Chapter 3 ……………………………………………………………………….

Chapter 4 …………………………………………………………………………

Chapter 5 …………………………………………………………………………….

References………………………………………………………………………………..

Appendix Section

DECLARATION

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14

20

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I declare that all the work reflected in this paper is my own and no part of this

research report has been submitted to any other institution of learning. All borrowed

work has been fully acknowledged through citations throughout the research report.

Student Name: Nangoyi Patience

Signature:……………………………………………………………………

Date:………………………………………………………………………….

Name of Supervisor: ……………………………………………………..

Signature: ……………………………………………………………………

Date: ………..…………………………………………………………………

DEDICATION

This work is dedicated to my family for the encouragement and support

rendered to me during the period of undertaking this programme. Second,



My Mother brothers and sisters who ensured, within the family emerge

resources, that I would have a sound primary education which has stood me

in good stead up to the level of my university achievement. The parental

support shall always stand to be remembered.

ACKNOWLEDGEMENT

The preparation of this document demanded the involvement of many stake

holders whose contributions have been fully acknowledged below.



o Iam indebted to the entire faculty of Mulungushi University for

accepting me to study at their reputable institution. Special thanks go

to Kafubu Water and Sewerage Company for attaching me at theirinstitution during my research field work.

o I pay special attribute to my parents Mr. and Mrs. Singoyi for financial

support towards my Human Resource Diploma course at Mulungushi

University.

o On a more academic level, my research supervisor who deserves a

special ment. His inclusive and constructive comments made me go to

an extra mile in my quest for knowledge. He was my tower foracademic excellence during my research, not forgetting all Lectures at

Mulungushi University for there critical analysis of my research report

making it a factual presentation of the academic work.

o Last but not the least I owe special thanks to all my respondents and

friends’ for the support renderered during my academic work.

ABSTRACT

The Role of Training in employee performance in an organization thesis is

the report conducted at Kafubu Water and Sewerage Company from 5th

August to 14th August 2010.The subject of the research was to examine the

impact of Training on the employee performance in an organization. The



research was covered in Kafubu Water and Sewerage catchment area

surrounding Vitanda Street in Ndola, Zambia.

The objectives of the study were to find out factors affecting employees at

Kafubu Water and Sewerage Company; to find out what motivates

employees to perform very well, to find if policy exists on training and to findout how managers implement training structure to attain organization goals.

It was hypothised that, Kafubu Water and Sewerage Company employees

perform effectively when they are motivated.

The researcher used purposive judgment sampling method in collecting

information from the management members and simple random sampling

was used to select employees at Kafubu water and Sewerage Company

which resulted in the total sample size of 25 respondents.

Self administered questionnaire were used to obtain both primary and

secondary data from the respondents. From the research it was revealed

that; Kafubu Water and Sewerage Company understand training, but only a

few were found to be unaware.

The research findings shows that, training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps

to expand the horizons of human intellect and an overall personality of the

employees.

Another role of training in an organization such as Kafubu Water andSewerage Company as found by the researcher in which 13(52%) out of

25(100%) who said that, training increase work performance of employees.

Training and Development helps to provide an opportunity and broad

structure for the development of human resources’ technical and behavioral

skills in an organization. It also helps the employees in attaining personal

growth.

Other findings shows that, 48% of the respondents involved in this study

show that good wage is one of the key elements of determining employee

performance in any organization. Money is a great motivator, it is a fact thatmost people go to work, and because they are paid for the work they do.

However, these basic needs for money will only make a worker turn up and

do the acceptable minimum”.

40% of the respondents showed that, staff training brings about work

performance in an organization



56% of the respondents revealed that the current policy has not been

effective in that it has showed a lot of favoritism in the selection of the

beneficiaries. Others indicated that the management only supports a few to

further their education and they should be permanent employees who have

worked for more than 8 years. Only 44% supported Kafubu Water and

Sewerage Company Training Policy as been effective.

It was concluded that, Kafubu Water and Sewerage Company employees

perform effectively when they are motivated. Therefore, the researcher

recommended that managers should motivate their employees as training is

concerned and every employee should benefit of Kafubu Water and

Sewerage Company.

INTRODUCTION



1.1 Background Information

Training in the organization is very essential and if not handled well can led

to ineffective employee performance, therefore employee performance

includes activities to ensure that goals are consistently met in effective

manner.

Employee performance can determine whether employees require training or

not. Employee performance may be related to many within the work place,

such as overall job, satisfaction knowledge, management, but, there is a

define relationship between training and employee performance, as training

programs can address numerous problems that relates to poor performance.

According To David (1999:97) ‘Training is used to describe the importing of

specific practical skills, often manual, to employees whom will be relevant to

the employee’s present or next immediate job. “Therefore, managers needto impact employees with the knowledge and skills they need in order to

their job effectively. Training programs employee knowledge. An increase in

job knowledge means that, employee will feel more comfortable doing this

job and will perform at a high level. However, job satisfaction can come from

feeling comfortable within the organization, job proficiency and even from

the knowledge that an employee can work hard and get promoted. Training

program can contribute to all these factors and lead to more satisfied

employees who perform at excerption levels.

Traning employees in the organization bring about innovation. In otherwords, employees who have the knowledge frame work, delivered through

training, are creative in solving problems both short and long term.

According to Bernadine (2007:98) “Training as an attempt to improve

employee performance on a current held job or one related to it. Thus,

usually means changes in specific goals”. Therefore, employees must be

trained to acquire new skills to cope with new technology and probably even

more important to cope with change itself, to be more adaptable, acquire

attitudes sympathetic to change such training could be part theoretical as

well as practical. Deal with the implications and potential, new equipment,be more educational training such as said to be future centered.

When training programs are offered as the method to progress in one’s

career, they also have an effect on how employee performs. An employee

who knows they have a future with the organization is more likely to be high

performers. Effective training targets the gap between what is expected and



what is currently being done. This human performance orientation, especially

if delivered through training, makes an employee aware of her goals and

how she/he will reach them. However, improving employee performance

contributes significantly the quantity and quality of work. Training of

employees is an issue that has been faced by every organization for the

betterment of their employees, to attend skills and improve their working

standards.

1.2 Statement of the Problem

The manifestations of inadequate training in organization are often reflected

in such circumstances as low productivity, restriction of output, absenteeism,

high turnover. The problem goes even worse in that number of employees

tend to leave their job and seek for greener pastures in other companies and

organizations.

A number of survey and studies confirms that, training has a direct

relationship with employee performance (Patrick, 2009:76).

In another line of thought, Musonda (2010:12) reports that, “good and high

production requires much more than employee motivation, effective

leadership and management, employee health and safety and other

conditions, training is an important factor.”

Number of organization have so far incorporated on wage policies, improved

working conditions, others like Banks, they even reward hard working

employees. Others organizations provides launch and transport facilities to

the employees. Despite of all these interventions, the problem of employee

low performance still continues.

It is on this note, that the researcher was necessited to find out on the role

of training has an impact on employee performance.

1.3 Formulation of the Hypothesis

It was Hypothised that that training is ineffective in improving employee

performance in an organization.

1.4 Identification of Variables

Independent Variable: Role of Training

Dependant Variable: Employee performance in an organization.



1.5 Objectives of the study

1. To examine the role of Training in improving employee performance in

an organization.2. To identify factors at play in employee performance at Kafubu Water

and Sewerage Company.

3. To find out training Policy of Kafubu Water and Sewerage Company

and its impact on employee performance.

4. To examine how Kafubu Water and Sewerage Company implements

training as a tool in employee performance.

1.6 Significance of the Study

The findings from the study will add more information to existing Knowledge

on Training and employee performance in an organization.

The study will generate information that will help policy makers in

Government and the private sector in formulating training policies and

improving employee performance in an organization.

The research study is a partial fulfillment for an award of a Diploma in human

Resource Development at Mulungushi University in Kabwe Zambia.



1.7 RESEARCH METHODOLOGY

1.7.1 Population

The target population comprised of management members at Kafubu Waterand Sewerage Company and employees.

1.7.2 Sampling size

The total sample size of 25 respondents was included in the study, which

comprised of the following:-

05 Management members

20 Employees- Kafubu Water and Sewerage Company

_____

25 Total

____

1.7.2 Sampling Methods

o Purposive sampling was used to select 5 employees from the

management members.

o Simple random sampling was used to select employees that included

both casual and permanent employees.

1.7.3 Data Collection

• Both primary and secondary data was used in collecting information

from the study.

• Self administered questionnaires were used to collect information from

the employees at Kafubu Water and Sewerage Company.

• Interview guide was used to collect information from the management

members of Kafubu Water and Sewerage Company.

• Secondary data was collected from books, magazines, newspapers and

journals and other office records including the websites.



1.7.4 Data Analysis

Both qualitative and quantitative analysis was employed in the study.

1.7.5 Scope of the Study

The study covered a period of six years from 2005 to 2011.

1.7.6 Period of the Study

The period of the study covered a period of 11 days from 4th August 11th

August 2010.



1.8 Operation Definitions

Employee: A person who has been hired to work for somebody or an

organization for a specific period of time.Organization: A social entity formed by a group of people who work

together toward achieving a common goal.

Performance: Carrying duties or tasks as expected. It can also be defined

as the rate of output achieved by employees.

Production: Ability of meeting the needs of the company by attaining the

targeted objectives.

Policy: A statement of guide to realize goals and objectives for the properfunctioning of the organizations.

Training: Refers to applying principal to the improvement of skills,

knowledge, attitudes, so as to learn how to perform specific tasks.

Salary: A fixed amount of money paid regularly to an employee for services

rendered.



CHAPTER TWO

LITERETURE REVIEW

In order to comprehend the research topic more clearly, it was necessarily toreview literature done by other researcher’s o the same subject. All borrowed

work has been fully acknowledged through citations. In order to give

preference to the reader the chapter is arranged in subheadings.

2.0 People and Organizations

People are an organization most valuable resources and expensive resource,

but they are the most difficult element of in an organization to manage.

Employees are people with variety of characteristics and react differently in

different circumstances. In fact in many ways people are unpredictable. Thismeans that unlike machines, they are not interchangeable, which creates

problems for organizations, e.g. a person may work one day but, not the

next, or may cope up with pressures one day but fails to cope another day.

Work has become an accepted part of the way of almost any society. In

order to survive, a modern man must labour by the sweat of his brow and he

has settled for what Dunlop has reflects in Aldeburgh (1998:98) as inevitable

and internal separation into managers managed”. Human beings have

various wants, desires and orientation to work. The first approach to

ensuring organization efficiency in meeting its objectives and that of theemployees, people must earn money and consequently, they offer their skills

in return and expertise for the greatest reward. However, some value other

factors more highly and will accept lower pay in exchange for, perhaps

status, or more worthwhile post.

2.2 Motivation and Workers.

What then motivates workers? Material rewards are consequently one

aspect. There are, though, many inducement for example the opportunity for

distinction and power, desirable conditions of work, a chance to experience,pride of workmanship, altruistic ideas, pleasant association with others, the

opportunity for participation in course of events and feeling of belonging.

Money is one of the ways, Government and organizations may meet

organization objectives of its employees, inclusive of its objectives.



According to Eldson (1999:24) “Money is a great motivator, it is a fact that

most people go to work, because they are paid for the work they do.


do the acceptable minimum”. Money is seen as a primary motivator to

improve performance in all situations such as sales person who earns a

commission. He or she is motivated to get extra mile in his or her work if

there is an increase in pay. A worker in a factory line will work a bit faster

where performances related to bonuses are used to maintain productivity.

Basic behavior modification is another approach of meeting the organization

and employee objectives. The starting point is that most people are

influenced in the way their working performance by the desire of reward and

punishment (Meister, 1998:78).In this simple behavior model, the

organization or the government does not need to take much of human

differences because most people react differently to the promise of rewards

for compliance with work rules and threat for punishment for breaking them.

Management theories have tended to emphasize the reward approach of this

model because individuals can be encouraged to become increasing better

workers, while the ultimate punishment is dismissal and the worker is lost

from the organization. The term used for encouraging workers to meet the

expectation for the organization is positive reinforcement. Psychologists

indentifies two types of positive reinforcement; extrinsic and intrinsic

reinforcements of behavior. Extrinsic reinforcement is outside rewards and

influences such as money, extra holidays, company car, Lunch, weekend’sleisure, etc. Intrinsic behavior of reinforcement is inside the reward feeling

like finding work interesting, feeling appreciative.

As the business world has become more complex and jobs are more

technical, many large corporations have turned away from simple on the job

training to more formalized education formats. Further corporate structures

are becoming more decentralized and diverse, so this new training is

important not only to success o the companies but also to their workers. One

of the major changes today is found in the values of workers. Employees say

that, they want to learn more valuable skills; they can take with them asthey move up the ladder or switch to another company. Along with changing

values, work place trends will also have profound impact on essential

knowledge and skills, requiring appropriate employee’s development

programs. Such work place trends include, internationalization, cooperate re

organization, frequent job movement, the loss of job security, organization



success based on intellectual capital rather than commitment to a company

and dependence on Information Technology.

2.4 Employee Development

“Employee development is an increasing focus of firms that are seeking tostrategically sustain competitive advantage.” Helping workers polish their

crafts is one of the main things company could do to enhance their

competitive advantage (Kabaso, 2010:65).

Companies are being are encouraged to consider employee development in

connection with jobs that entails, specialized skills or advanced degrees, to

encourage company growth. In support of this Meerrik (1999:234).Attitudes,

values, and capabilities should be the most important element to look for in

a candidate; it is easier to polish knowledge and skills through employee

development programs than to polish the person’s values and attitudes.

In another line of thought, Garger (2002:45) notes that, as we enter the new

millennium, the most fundamental shift will reflect a redefinition of training

itself. To retain key talent, remain competitive and ensures long term

profitability, organizations are making dramatic changes in the way they

develop the knowledge and skills of their work force.”

Assisting employees with career self management is another strong focus of

employee development programs. Companies are facing rapidly changing

technologies, increased customer expectations, and escalating competitive

pressures while becoming dynamic and interdependent. Because today’s

companies cannot ensure life time employment, they should take steps to

ensure the life time employability of their employees (Meinster, 1998).

Enabling employees to keep up with changes by providing skill enhancement

shows an organization’s commitment to their success as well as to the firm

success in maintaining a culture that encourages and sustains career self

management. Doing this while maintaining employee’s commitment is a

challenge for most firms. The skills required now must be continually

updated across all industries and occupations to enhance an individualemployability.

Career self management has become a major developmental focus for

employees because it promotes the ability to keep up with the pace with the

speed at which change occurs within an organization, as well as industry

wide and enables employees to be prepared for the future.



According to Meinster (1998:67) “If a company supports and encourages

employees through careers elf management, it may ultimately have more

highly skilled and flexible workers because they will understand the need to

continuously update their skills.”

Meerick (1998:65) believes, “employees and employers alike recognize thevalue of training as a way to boost skills and meet business needs. Training

is being incorporated into employee reward packages as a benefit as well as

a necessity for the firm to maintain competitiveness. “In view of Meerick

above, it can be said that, without direct involvement of employees in

training,, little education and training of staff members will occur, which will

impair their future employability.

2.5 Training and employee development

In the field of human resource management, training and development is thefield concerned with organizational activity aimed at bettering the

performance of individuals and groups in organizational settings. It has been

known by several names, including employee development, human resource

development, and learning and development (Anthony Landale, 1999).

Harrison (2008:98) observes that the name was endlessly debated by the

Chartered Institute of Personnel and Development during its review of

professional standards in 1999/2000. "Employee Development" was seen as

too evocative of the master-slave relationship between employer and

employee for those who refer to their employees as "partners" or"associates" to be comfortable with. "Human Resource Development" was

rejected by academics, who objected to the idea that people were

"resources" — an idea that they felt to be demeaning to the individual.

Eventually, the CIPD settled upon "Learning and Development", although

that was itself not free from problems, "learning" being an over general and

ambiguous name. Moreover, the field is still widely known by the other

names.

Training and development encompasses three main activities: training,

education, and development. Garavan, Costine, and Heraty, of the IrishInstitute of Training and Development, note that these ideas are often

considered to be synonymous. However, to practitioners, they encompass

three separate, although interrelated, activities (Rosemary Harrison, 2005).

Training: This activity is both focused upon, and evaluated against, the job

that an individual currently holds.



Education: This activity focuses upon the jobs that an individual may

potentially hold in the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization

employing the individual, or that the individual is part of, may partake in the

future, and is almost impossible to evaluate.

The "stakeholders" in training and development are categorized into several

classes. The sponsors of training and development are senior managers. The

clients of training and development are business planners. Line managers

are responsible for coaching, resources, and performance. The participants

are those who actually undergo the processes. The facilitators are Human

Resource Management staff. And the providers are specialists in the field.

Each of these groups has its own agenda and motivations, which sometimes

conflict with the agendas and motivations of the others

The conflicts are the best part of career consequences are those that takeplace between employees and their bosses. The number one reason people

leave their jobs is conflict with their bosses. And yet, as author, workplace

relationship authority, and executive coach, Dr. John Hoover [2009] points

out, "Tempting as it is, nobody ever enhanced his or her career by making

the boss look stupid." Training an employee to get along well with authority

and with people who entertain diverse points of view is one of the best

guarantees of long-term success. Talent, knowledge, and skill alone won't

compensate for a sour relationship with a superior, peer, or customer.

2.6 Employee Performance

Employee performance cannot be isolated from training. This is because

performance is affected regardless of any nature of training. Performance is

defined as the ability to carry out and accomplish acceptable standards of

work. These standards are set and can be measured against what is

achieved.

Mamoka (2007:98) defined performance as the ability to discharge skills,

acceptable work or task. It is an action behavior or an outcome that an

employee should be able to demonstrate after acquiring knowledge, skillsattitude etc, from training.

From the above we can deduce that performance is something we can easily

measure and determine. However, in order to know the impact of

performance, it has to be measured.



G.A Cole (2000:98) assets that, performance of an employee on his/her job is

judged in terms of three factors and these are:

a. The requirement of the job i.e. duties and responsibilities.

b. The employee value of his/her employer.c. The objectives of the organization.

In case of an organization, performance of employee leaves much to be

desired because they feel their efforts are not appreciated by the employer

frustrations they settle them.



CHAPTER THREE

PRESETATIONOF THE RESEACH FINDINGS

3.0 Background Information about the research setting

Figure 1. Map of Zambia showing location of Kafubu Water and Sewerage

Company

The research was conducted in Ndola Zambia. Ndola is the third largest city

in Zambia, with a population of 495,000 (2008 census). It is the industrial,

commercial, on the Copper belt, Zambia's copper-mining region, and capital

Location of Kafubu Water

& Sewerage Company in

Ndola, Zambia

Kafubu Water & Sewerage

Company



of Copperbelt Province. It is also the commercial capital city of Zambia and

has one of the three international airports, others being Livingstone and

Lusaka. It lies just 10 km from the border with DR Congo.

Ndola was founded in 1904, by John Edward "Chiripula" Stephenson just sixmonths after Livingstone, making it the second oldest colonial-era town of

Zambia. It was started as a boma and trading post, which laid its foundations

as an administrative and trading centre today.

The Rhodesia Railways main line reached the town in 1907, providing

passenger services as far south as Bulawayo, with connections to Cape

Town. The line was extended into DR Congo and from there eventually linked

to the Benguela Railway to the Atlantic port of Lobito Bay (which used to

take some of Zambia's copper exports but is currently closed). The Ndola

railhead was responsible for the town becoming the country's centre of

distribution. Before the road network was built up in the 1930s, a track from

Ndola to Kapalala on the Luapula River, and boat transport from there to the

Chambeshi River was the principal trade route for the Northern Province,

which consequently formed part of Ndola's hinterland.

Kafubu Water and Sewerage Company, was formed in July 2000 as a joint

venture by three local authorities on the Copperbelt Province of the Republic

of Zambia, namely the City of Ndola, the Municipality of Luanshya and

Masaiti District in accordance with the Water Supply and Sanitation Act No

28 of 1997.

The principle objective behind its formation was for it to render water and

sewerage services to areas formerly served by the named local authorities.

The total number of customers served as at 31st October 2010.

Ndola 32,217

Luanshya 15,282



Masaiti 381

Total 47, 880

Following a policy directive given in August 2007 to streamline the provision

of Water and Sewerage Services on the Copperbelt, the Government of theRepublic of Zambia through the Ministry of Local Government and Housing

decided to transfer the operations of Nkana Water and Sewerage Company

at Luanshya Division to Kafubu Water and Sewerage Company on 1st

October 2007.

With the take over of Luanshya Division, the company has expanded its

operations to the former mine townships and has taken over a total number

of 10000 customers. This has increased the customer base for Kafubu Water

to 44,600 as at November 2007. Over the past years this number has

increased steadily as more connections are being made.

At inception, the company was faced with many challenges namely:

• Aged infrastructure

• Poor raw water quality

Transformation of the service provision regime from that of a subsidized

service to that of full cost recovery. Encalculating amongst the customer

base a culture of prompt payment for services received, High water wastage

along the transmission and distribution networks and leakages at customers’

premises

These challenges are still inherent but efforts are on-going to redress the

adverse effects of the challenges outlined and eventually realize marked

improvements in levels of service. These include; Installation of domestic

meters aimed at reducing water wastage at customers’ premises and reduce

on unaccounted for water.



Introduction of payment schemes to enable customers pay fro their bills

promptly and at the same settle outstanding amounts which the customers

cannot afford to pay at once. Rehabilitation of the existing sewerage

treatment plants to assure disposal of effluent that is not harmful to the

existing environment

Improvement of access to portable water by those residing in peri-urban

areas through construction of water kiosks with funds received from the

Devolution Trust Fund (a basket funding entity created through Statutory

Instrument (SI) No. 65 of 2001 under the administration of National Water

and Sanitation Council (NWASCO) as provided for in the Water Supply

Sanitation Act No. 28 of 1997).

3.2 Background Information of the respondents

3.2.1 Gender Distribution

25(100%) of the respondents were involved in the study,8(32%) were female

and 17 respondents representing 68% were male respondents as shown on

Table 1 below.

Table 1 Gender Distribution of the respondents

Gender Distribution Frequency Total

Male 17 68%

Female 8 32%

Total 25 100%

3.2.2 Marital Status

Out of 25 respondents representing 100% of the total sample size, 16

representing 64% were married and 9 making 36% were single as shown on

the pie chart below.



Marital status of the respondents

Married

64%

Single

36%

MarriedSingle

Figure 2 Marital status of the respondents

3.3 PRESENTATION OF THE FINDINGS IN RELATION TO THE

RESEARCH OBJECTIVES

The researcher had four main objectives as presented below:-

1. To examine the role of Training in improving employee performance in

an organization.

2. To identify factors at play in employee performance at Kafubu Water

and Sewerage Company.

3. To find out training Policy of Kafubu Water and Sewerage Company

and its impact on employee performance.

4. To examine how Kafubu Water and Sewerage Company implements

training as a tool in employee performance.

3.3.1 To examine the role of Training in improving employee


The researcher involved the all total sample size of 25 (100%) in the study in

examining the first objective that was the main aim of the research.

Figure 3 Role of training in an organization



0

10

20

30

40

50

60

Pencentage

Promotes

efficiency

Maintain

Competitiveness

Role of Training

Role of Trainingin an organisation

Maintain Competitiveness

Increase employee perfomance

Promotes efficiency

5 (20%) said training promotes work efficiency in the organization,13(52%)

said that, training role in an organization is mainly in increasing employee

performance and 7 respondents representing 28% said that training

maintain competitiveness of both employers (organization) and the

employees themselves as shown on the bar chart above in Figure 3.

3.3.2 To identify factors at play in enhancing employee performance

at Kafubu Water and Sewerage Company.

In order to fully comprehend the main objective of the study, the researcher

also had to identify factors at play promoting employee performance in an

organization.

Table 2 Factors at play in enhancing employee performance at

Kafubu Water and Sewerage Company

Factors at play Frequency Percentages

Good Wages 12 48%

Good working conditions 3 12%

Staff training 10 40%

Total 25 100%



As presented above on Table 2, 25 respondents were interviewed

representing 100% as shown on Table 2 above.

12 respondents representing 48% said that good wage is a key and one of

the most important priorities in enhancing employee performance at Kafubu

Water and Sewerage Company.

3 respondents representing 12% said that good working conditions that

includes providing launch, transport, leave days and social amenities to

workers is one of the prerequisites to employee performance.

In another school of thought, 10 respondents representing 40% said that

staff training enhances employee performance e in an organization. For if

one has not been trained he/she cannot do the work effectively.

3.3.3 To find out training Policy used by Kafubu Water and

Sewerage Company and its impact on employee performance.

Figure 4: Training policy used and its impact

Impact of the Training Policy

44%

56%

Effective Not effective

Kafubu water and Sewerage Company training policy covers two types of

training; that includes:

a. On job training

b. Off job training



25(100%) respondents were involved in examining the impact of the training

policy as shown on Figure 4 above.14 respondents making up 56% of the

sample said that the current training policy is not effective in that, there is a

lot of favoritism and only a few are supported with education support and

paid leaves.

11 respondents representing 44% of the sample indicated that, Kafubu water

and sewerage company training policy is effective in that, it covers the basic

requirement of any training programs that includes induction, departmental

meetings and external conferences to its employees.

3.3.4 To examine how Kafubu Water and Sewerage Company

implements training as a tool in employee performance.

All the 5(100%) of the management members were involved in the study

that included the 1 Commercial Manager, 1 Human Resource Manager and 1

Human Resource Officer and the other Manager involved was a Customer

care Manager. This is as shown below:

Table 3

Process used in implementing the training programs at Kafubu water and

sewerage Company.

Training Process Frequency Percentages

Step 1: Self assessment

Step 2: Assessing

employee current &

work experience

Step3:Identify

development activities

Step 4: Putting the plan

in action

5 100%



Out of the all total ample size involved in the study 5(100%) shows that

Kafubu Water and sewerage training policy process it has mainly four steps

as described more in detail as below.

Step 1 - Self-assessment

The employee identifies his or her skills, abilities, values, strengths and

weaknesses. To conduct a self-assessment:

Use the many self-assessment tools found on the internet. Compare your

knowledge, skills and abilities to those identified in your job description.

Review performance assessments (performance assessments are often used

as the starting place for developing individual development plans). Ask for

feedback from your supervisor

Step 2 - Assess your current position and your work environment

The employee does an assessment of the requirement of his or her position

at the present time and how the requirements of the position and/or

organization may change. To conduct a position assessment:

o Identify the job requirements and performance expectations of your

current position.

o Identify the knowledge, skills and abilities that will enhance your

ability to perform your current job.

o Identify and assess the impact on your position of changes taking

place in the work environment such as changes in clients, programs,

services and technology.

Based on your analysis in Steps 1 and 2, use the sample Individual

Development Plan form to answer the following questions:

o What goals do you want to achieve in your career?

o Which of these development goals are mutually beneficial to you

and your organization?

Write what you would like to achieve as goals. Select two or three goals to

work on at a time. Set a time frame for accomplishing your goals.



Step 3 - Identify development activities

Identify the best ways to achieve your development goals.

o What methods will you use?

o What resources will be required?

Step 4 - Put your plan in action

Once you have prepared a draft of your individual development plan:

Review your plan with your supervisor for his or her input and approval.

o Start working on your plan

o Evaluate your progress and make adjustments as necessary.

o Celebrate your successes



CHAPTER FOUR

DATA ANALYSIS

4.0 Introduction to the chapter

In this section, the findings from the case study as presented in the previous

chapter are well considered in depth in relation to the research objectives.

With the aid of the results of chapter three, the researcher analyses the

results by paying particular attention to the hypothesis. Testing of the

hypothesis has also been given due considered at the end of the chapter.

4.1 General information of the respondents.

As shown on Table 1 of Chapter three 68% of the respondents were male

and 32% were female of which 36% were single and 64% were found to be

married.. The researcher generalized the findings of high number of male as

compared to female to have been as the result of the nature of the company.

Most men are known to be familiar with technical work as compared to

ladies.

A high number of employees was found to have being in a marriage

relationship, this can be seen from Figure 2 in which 64% of the respondents

were married as compared to 36% of the respondents who were single. This

also shows that most employees at Kafubu Water and Sewerage Company

are matured employees who have a family with them. Therefore, when one



is married is likely to have a positive attitude towards work. This supports

the literature review presented in chapter two of this paper in which

Aldeburgh (1998) said that, “Human beings have various wants, desires and

orientation to work.”In the researcher views having a family is one of the

want and being that an employee has individuals to taker care of, he/she will

offer his skills, time and intellectual abilities in exchange of money at the end

of the month.

4.1 FINDINGS IN RELATION TO THE RESEARCH OBJECTIVES

4.1.1 To examine the role of Training in improving employee


As presented in chapter three of this paper on Figure 3, it is shown on the pie

chart that 5 (20%) said that training promotes work efficiency in the

organization and specifically Kafubu Water and Sewerage Company of the

Copperbelt. In support of these findings are Meinster views on training as

reflected in the literature review in which he said that, Enabling employees

to keep up with changes by providing skill enhancement shows anorganization’s commitment to their success as well as to the firm success in

maintaining a culture that encourages and sustains career self management.

Doing this while maintaining employee’s commitment is a challenge for most

firms. The skills required now must be continually updated across all

industries and occupations to enhance an individual employability.

In can be therefore generalized that, Training and Development helps in



employees.



Another role of training in an organization such as Kafubu Water and

Sewerage Company as found by the researcher in which 13(52%) out of


Training and Development helps to provide an opportunity and broadstructure for the development of human resources’ technical and behavioral


growth.

Employee development is an important focus of today’s world of

organization. Kabaso (2010) notes that, “Employee development is an

increasing focus of firms that are seeking to strategically sustain competitive

advantage.” Helping workers polish their crafts is one of the main things

company could do to enhance their competitive advantage (Kabaso,

2010:65).

Training for employment is very important. In a modern economy like our

own the nature of work is constantly changing. New technologies mean that

new work skills are constantly required. To succeed in business or in a

career, people will need to be very flexible about where they work and how

they work, and to constantly change the range of skills they use at work.

Companies are being are encouraged to consider employee development in

connection with jobs that entails, specialized skills or advanced degrees, to

encourage company growth. In support of this Meerrik (1999:234).Attitudes,

values, and capabilities should be the most important element to look for in

a candidate; it is easier to polish knowledge and skills through employee

development programs than to polish the person’s values and attitudes.

Another role of training and development in an organization as presented on

Figure of chapter three of this paper is that training increase

competitiveness. When one is trained in various skills, it will put him at the

advantageous side to compete with the other employee with fewer skills.



It is often seen that those who are highly trained are displacing those who

are less trained. In support of these findings, Garger (2002:45) notes that, as

we enter the new millennium, the most fundamental shift will reflect a

redefinition of training itself. To retain key talent, remain competitive and

ensures long term profitability, organizations are making dramatic changes

in the way they develop the knowledge and skills of their work force.”





companies cannot ensure life time employment, they should take steps toensure the life time employability of their employees (Meinster, 1998).






updated across all industries and occupations to enhance an individualemployability.

Career self management has become a major developmental focus for

employees because it promotes the ability to keep up with the pace with the

speed at which change occurs within an organization, as well as industry

wide and enables employees to be prepared for the future.

According to Meinster (1998:67) “If a company supports and encourages

employees through careers elf management, it may ultimately have more

highly skilled and flexible workers because they will understand the need to

continuously update their skills.”



Meerick (1998:65) believes, “employees and employers alike recognize the

value of training as a way to boost skills and meet business needs. Training

is being incorporated into employee reward packages as a benefit as well as

a necessity for the firm to maintain competitiveness. “In view of Meerrik

above, it can be said that, without direct involvement of employees in

training,, little education and training of staff members will occur, which will

impair their future employability.

4.2.2To identify factors at play in employee performance at

Kafubu Water and Sewerage Company.

As presented in chapter three of this paper on Table 2, it is presented that,

48% of the respondents involved in this study shows that good wage is one

of the key element of determining employee performance in any

organization.

The findings can be supported with Eldson (1999:24) who wrote to say

“Money is a great motivator, it is a fact that most people go to work, and

because they are paid for the work they do. However, these basic needs for

money will only make a worker turn up and do the acceptable minimum”.

It can be therefore said that, money is seen as a primary motivator to

improve performance in all situations such as sales person who earns a

commission. He or she is motivated to get extra mile in his or her work if

there is an increase in pay. A worker in a factory line will work a bit faster

where performances related to bonuses are used to maintain productivity.

10 respondents representing 40% as shown on Table 2 shows that, staff

training brings about work performance in an organization. Basic behavior



modification is another approach of meeting the organization and employee

objectives. The starting point is that most people are influenced in the way

their working performance by the desire of reward and punishment (Meister,

1998:78).In this simple behavior model, the organization or the government

does not need to take much of human differences because most people

react differently to the promise of rewards for compliance with work rules

and threat for punishment for breaking them.

Management theories have tended to emphasize the reward approach of this

model because individuals can be encouraged to become increasing better

workers, while the ultimate punishment is dismissal and the worker is lost

from the organization. The term used for encouraging workers to meet theexpectation for the organization is positive reinforcement. Psychologists

indentifies two types of positive reinforcement; extrinsic and intrinsic

reinforcements of behavior. Extrinsic reinforcement is outside rewards and

influences such as money, extra holidays, company car, Lunch, weekend’s

leisure, etc. Intrinsic behavior of reinforcement is inside the reward feeling

like finding work interesting, feeling appreciative.

As the business world has become more complex and jobs are moretechnical, many large corporations have turned away from simple on the job

training to more formalized education formats. Further corporate structures

are becoming more decentralized and diverse, so this new training is

important not only to success o the companies but also to their workers. One

of the major changes today is found in the values of workers. Employees say

that, they want to learn more valuable skills; they can take with them as

they move up the ladder or switch to another company. Along with changing

values, work place trends will also have profound impact on essential

knowledge and skills, requiring appropriate employee’s development

programs. Such work place trends includes, internationalization, cooperate

re organization, frequent job movement, the loss of job security, organization



success based on intellectual capital rather than commitment to a company

and dependence on Information Technology

In summary, material rewards are consequently one aspect. There are,

though, many inducement for example the opportunity for distinction andpower, desirable conditions of work, a chance to experience, pride of

workmanship, altruistic ideas, pleasant association with others, the

opportunity for participation in course of events and feeling of belonging.

Money is one of the ways, Government and organizations may meet

organization objectives of its employees, inclusive of its objectives.

4.1.3 To find out training Policy of Kafubu Water and Sewerage

Company and its impact on employee performance.

As shown on Figure 4 of the previous chapter, it was found by the researcher

that Kafubu Water and Sewerage Company uses two forms of training i.e. job

training and off job training.

The pie chart on Figure 4 also shows that, Kafubu Water and Sewerage

Company training policy are not effective. This is in relation to 56% of the

respondents who said that the current policy has not been effective in that it

has showed a lot of favoritism in the selection of the beneficiaries. Others

indicated that the management only supports a few to further their

education and they should be permanent employees who have worked for

more than 8 years. Only 44% supported Kafubu Water and Sewerage

Company Training Policy. It can be analyzed that, in the field of human

resource management, training and development is the field concerned with



organizational activity aimed at bettering the performance of individuals and

groups in organizational settings. It has been known by several names,

including employee development, human resource development, and

learning and development (Anthony Landale, 1999).

Employee performance cannot be isolated from training. This is because

performance is affected regardless of any nature of training. Performance is

defined as the ability to carry out and accomplish acceptable standards of

work. These standards are set and can be measured against what is

achieved.

Mamoka (2007:98) defined performance as the ability to discharge skills,

acceptable work or task. It is an action behavior or an outcome that an

employee should be able to demonstrate after acquiring knowledge, skills

attitude etc, from training.

From the above we can deduce that performance is something we can easily

measure and determine. However, in order to know the impact of

performance, it has to be measured.

4.1.4 To examine how Kafubu Water and Sewerage Companyimplements training as a tool in employee performance.

As presented on Table 3 of Chapter Three, four steps were found to be in

place at Kafubu Water and Sewerage Company to include the following:-

1. Self assessment

2. Assessing employee current and work experience.

3. Identify development action

4. Putting the plan in Action



The researcher recommended Kafubu Water and Sewerage Company to have

included the main key features needed from an employee to ascertain

capacity and needs of training.

In number of organizations wrong people have been sent for training insteadof the right people. This ends up in employee inefficiency at the end of the

day. In relation to the literature review Garger (2002:45) notes that, as we

enter the new millennium, the most fundamental shift will reflect a

redefinition of training itself. To retain key talent, remain competitive and

ensures long term profitability, organizations are making dramatic changes

in the way they develop the knowledge and skills of their work force.”





companies cannot ensure life time employment, they should take steps to

ensure the life time employability of their employees (Meinster, 1998).






updated across all industries and occupations to enhance an individual

employability.



CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.0 SUMMARY

The Role of Training in employee performance in an organization thesis is

the report conducted at Kafubu Water and Sewerage Company from 5th

August to 14th August 2010.The subject of the research was to examine the

impact of Training on the employee performance in an organization. Theresearch was covered in Kafubu Water and Sewerage catchment area

surrounding Vitanda Street in Ndola, Zambia.

The objectives of the study were to find out factors affecting employees at

Kafubu Water and Sewerage Company; to find out what motivates



employees to perform very well, to find if policy exists on training and to find

out how managers implement training structure to attain organization goals.

It was hypothised that, Kafubu Water and Sewerage Company employees

perform effectively when they are motivated. The researcher used purposive judgment sampling method in collecting information from the management

members and simple random sampling was used to select employees at

Kafubu water and Sewerage Company which resulted in the total sample size

of 25 respondents.

Self administered questionnaire were used to obtain both primary and

secondary data from the respondents. From the research it was revealed

that; Kafubu Water and Sewerage Company understand training, but only a

few were found to be unaware.

The research findings shows that, training and Development helps in



employees.

Another role of training in an organization such as Kafubu Water andSewerage Company as found by the researcher in which 13(52%) out of


Training and Development helps to provide an opportunity and broad

structure for the development of human resources’ technical and behavioral


growth.

Other findings shows that, 48% of the respondents involved in this study

show that good wage is one of the key elements of determining employee

performance in any organization. Money is a great motivator, it is a fact that

most people go to work, and because they are paid for the work they do.




do the acceptable minimum”.

40% of the respondents showed that, staff training brings about work

performance in an organization56% of the respondents revealed that the current policy has not been

effective in that it has showed a lot of favoritism in the selection of the

beneficiaries. Others indicated that the management only supports a few to

further their education and they should be permanent employees who have

worked for more than 8 years. Only 44% supported Kafubu Water and

Sewerage Company Training Policy as been effective.

It was concluded that, Kafubu Water and Sewerage Company employees

perform effectively when they are motivated. Therefore, the researcherrecommended that managers should motivate their employees as training is

concerned and every employee should benefit of Kafubu Water and

Sewerage Company.

5.3 RECOMMENDATIONS

In line with the research problems presented in this paper, the researcher

now recommends the following:-

1. Employees need to be motivated at all levels, that there is a need of

increasing their pay, offer good working conditions and provide training



opportunities to its employees in that motivation is a key to employee

work performance.

2. Kafubu Water and Sewerage Company management should not show

favoritism in the selection of the trainees and employee to sponsor butrather should conduct the proper assessment.

3. Refresher courses should be organized from time to time of the

employees. Management should take into consideration that

employees need training to master skills, knowledge and behaviors

emphasized in training programs to apply them to their day to day

activities in order to improve employee performance.

REFERENCES

Alde burgh (1998) Employee Performance and Personnel

Management, Steeling Publishing Private Limited, New Delhi, India.



Bernadine (2007) Training and its role in Development, Chicago,

Macmillan, United States of America.

Cole GA (2000) Management Theory and Practice, 6th ed, London, Martin

Inc, London.

David (1999) Dual Perceptions of HRD: Issues for Policy: SME’s, Other Constituencies,

and the Contested Definitions of Human Resource Development, Florida, and Heinemann,

United States of America.

Dr John Hover (2006) Human resource development as national policy. Advances in

Developing Human Resources, London, Hewitt, United Kingdom.

Eldson (1999) The Handbook of Human resources Development, John Wiley and Sons, New

York.

Kabaso (2010) Impact of Training and Development in Employee Performance, A case

Study of Lukanga Water and Sewerage Company, Kabwe, Kabsy Consultancy Services,

Zambia.

Mamoka (2007) Trends Toward a Human Resources Development, Journal of Vocational

and Technical Education, Vol. 12, No. 2, p7, Lusaka, Ministry of Education, Zambia.

APPENDIX SECTION

QUESTIONAIRE FOR EMPLOYEES

Introduction



My Name is Nangoyi Patience studying Human Resource Management and Development. The purpose of this study

is to examine the Impact of Training in enhancing Employee Performance. Please note that all the information

reflected in this paper is strictly confidential and it shall be used for academic purposes only.

1. Gender Male Female

2. Marital Status: Single Married Divorced

3. Level of Education: Primary Secondary College/University

4. Describe the role that you play in this organisation?

……………………………………………………………………………………………

……………………………………………………………………………………………

……………………………………………………………………………………………

…….

5. When where you employed in this organisation? …………………………………………

6. Did you receive any induction training when you joined Kafubu Water and Sewerage

Company? Yes No

7. If yes, how has the training enhanced your work performance at Kafubu Water and

Sewerage Company?

……………………………………………………………………………………………

……………………………………………………………………………………………

……………………………………………………………………………………………

……………………………………………………………………………………………

…………

8. Do you have any training policy in this organisation? Yes No

9. Describe briefly what the policy state on selecting employee for training?

……………………………………………………………………………………………

……………………………………………………………………………………………

……………………………………………………………………………………………

……………………………………………………………………………………………

…….

10.Mention any THREE Opportunities/Training Programs/Workshop that you have

attended in the past 6 months that has enhanced your employee performance?



i. …………………………………………………………………………………………..

ii. ………………………………………………………………………………………….

iii. …………………………………………………………………………………………..

11. Who paid for the training? …………………………………………………………….

12. Apart from work, do you have intentions of studying some distance programme or going

to further your programs?

……………………………………………………………………………………………

……………………………………………………………………………………………

……………………………………………………………………………………………

………

13. What does you is the main motivating factor to employees in an organisation?

Good Working Conditions

Good Working Conditions

Good Wage Policy

14.What do you think should be done to improve the current training policy in your

organisation?

……………………………………………………………………………………………

……………………………………………………………………………………………

…..

15. Any other Comment, Please write below:

……………………………………………………………………………………………

……………………………………………………………………………………………

……………………………………………………………………………………………

…….



APPENDIX B

INTERVIEW GUIDE FOR KAFUBU WATER AND SEWERAGE COMPANY

MANAGEMENT MEMBERS

Respondent Number:…………………………………….

Position/Dept: …………………………………………

Gender: ………………………………………..

For researcher use only

1. How can you describe the essence of the work that you do?

2. What challenges have you met so far in your profession?

3. Have you managed to solve them?

4. Do you have training and development policy at Kafubu Water and Sewerage Company?

5. What strategies has the organisation employed to motivate the work force in your

company?

6. What have been the organization strengths, weaknesses, opportunities and threats in you

work force?

7. What has been the role of the Human Resource in Training and development?

8. What do you think is the role of training in enhancing employee work performance at

Kafubu Water and Sewerage?

9. What are the effects of inadequate training in the organisation efficiency?

10. What are the organisation strategic planning of training and development in the next 5

years from now?

11. How do you intend to achieve these goals?

12. Who are the other cooperating partners or stakeholders in the Training and Development

programs?

13. In your own opinion, what do you think should be done to improve the current training

policy in this institution?

research report on employee performance

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