THE ORGANIZATION
DECLARATION
Students Declaration
Every aspect of this project should be duplicated with my permission and KIPS College’s approval. This research study is my original work and has not been submitted to any other examining body.
Signed Date:
ENOCK LANGAT Reg. No:
Supervisors Declaration
In my capacity as the project proposal supervisor, I have given my approval for this research submission.
Signature Date:
Project Supervisor.
DEDICATION
I dedicate this project to my family and friends because, without their encouragement and support, it would not have been possible. Throughout my time in school, they have provided me with a great deal of financial, moral, and spiritual support. I especially dedicate this project to my family for their support, guidance, and genuine concern.
ACKNOWLEDGEMENT
I thank God for providing me with excellent health and the discernment to take on this proposition and finish this portion. Because of His grace, I was able to finish this project on time. I extend my profound gratitude to my project supervisor for his thoughtful advice and patience throughout the preparation. I also want to express my gratitude to all of my friends, classmates, and the Kips College community. Thank you.
TABLE OF CONTENTS
DECLARATION…………………………………………………………………………………………………………………….i DEDICATION………………………………………………………………….…………………………………………………………ii
ACKNOWLEDGEMENTS………………………………………………….………………………………………………..iii
LIST OF TABLES………………………………………………………………………………………………………………………..vi
LIST OF FIGURES …………………………………………………………….……………………………………………………….vi
ABSTRACT……………………………………………………………………………………………………………………………..vii
1.1.1 Employee training Savings and credit co-operative societies. 3
1.1.2 Sarova Hotel and Resort 4
1.2 statement of the problem.. 4
1.5 Justification of the study. 6
1.6 Significance of the study. 7
1.6.1 Managers and Organizational Leaders 7
1.6.2 Human Resource Professionals 7
1.6.4 Future Researchers and Academician……………………………………………………………………………………. 8
1.7 Scope and limitation of the study……………………………………………………………………………………………..
2.2.1 Human Capital Theory ……………………………………………………………………………………………………………..
2.2.2 Resource-Based View…………………………………………………………………………………………………………….
2.2.3 Social Learning Theory……………………………………………………………………………………………………………
2.3.1 Training on employee productivity and operational efficiency………………………………………
2.3.2 Impact of soft skills Training on employee satisfaction 12
2.3.3 Impacts of employee training on career advancement. 13
3.4 Particulars of Analysis and Items of Study 19
3.6 sample size and sampling procedure 20
3.6.1 sample size ………………………………………………………………………………………………………………………….
3.6.2 sampling procedure ……………………………………………………………………………………………………………
3.7.1 collection of quantitative data ………………………………………………………………………………………….
3.7.2 collection of qualitative data…………………………………………………………………………………………….
3.8 Data analysis………………………………………………………………………………………………………………………………
DATA ANALYSIS, PRESENTATION AND INTERPRETATION……………………………
4.1 Introduction ………………………………………………………………………………..
4.1.1 response rate ……………………………………………………………………
4.2 Social and Demographic Information………………………………………………………………………………………………..
4.2.1 age …………………………………………………………………………………………………………………………………………….
4.3 Relationship between employee Training and organization performance ………………………………………
CHAPTER FIVE…………………………………………………………………………………………………………………………………
SUMMARY OF THE FINDINGS, CONCLUSIONS AND RECOMMENDATIONS…..
5.1 Introduction……………………………………………………………………………………………………………………………
5.2 summary of findings…………………………………………………………………………………………………………….
5.3 conclusion ………………………………………………………………………………………………………………………………..
5.4 Recommendation…………………………………………………………………………………………………………………………
REFERENCES ……………………………………………………………………………………………………………………
APPENDICES…………………………………………………………………………………………………………………….
APPENDIX A: RESEARCH QUESTIONNAIRE ….…………………………………………………………………………
APPENDIX B: INTERVIEW QUESTIONS……………………………………………………………………………………….
LIST OF TABLES
Table 4.1: Response rate …………………………………………………………………………………………………..
Table 4.2: Gender of the respondent ………………………………………………………………………………..
Table 4.3: Relationship between employee Training and organization performance……………….
LIST OF FIGURES
Figure 2. 1: Conceptual Framework. 17
ABSTRACT
The purpose of this research was to examine the impact that accrues from training programs for employees on the Performance of organizations, specifically Sarova Hotels and Resorts in Nairobi, Kenya. The research aims to assess the impact of various training programs, including technical skills, soft skills, and modern methods such as e-learning, on key performance metrics: happiness and satisfaction of the employees, the satisfaction of the consumers, and efficiency and effectiveness in the organization through high sales and fewer sabotaging mechanisms among the employees. In amending the research question, a mixed research design approach was employed whereby survey questionnaires were administered to Sarova’s loyal employees. In turn, the study offers a summary of complete understandings that assist in identifying adequate training mechanisms in the hospitality industry, especially with regard to Sarova’s operation within the broader context of culture and economy. Taken together, the overall research results reveal that comprehensive employee training programs are positively and strongly related to enhanced organizational Performance. Although the study has some implications, such as the scope of the study area and fixed respondent groups, the author concludes that the study should be extended to other countries. The following project is a research study that seeks to explain the impact of selective employee training in Sarova Hotels and Resorts in order to boost organizational productivity and profitability.
CHAPTER ONE
INTRODUCTION
1.1 Background of the study
Skill development of the workforce is central to the success of organizations. According to Gupta (2023), companies and other organizations around the globe have understood the importance of training their workers to respond to market needs and help them deliver on strategic plans. A study by Gupta (2023) argued that an emphasis on training and development programs had been placed into sharp relief, with organizations spending much money on human capital. Widespread research on the correlation between employee training and organizational Performance has provided a wealth of information about particular training activities and their impact on different types of outcomes.
During the initial phases of research in the field of human resource development, particularly employee training, the focus was mainly on enhancing work productivity through technical skills Training. Konopka (2024) stated that Training was associated with elevated productivity and improved Performance on the job, thus solidifying the assumption that training expenditure caused quantifiable improvements in business results. These researches offered a clue to the fact that organizations that trained the personnel effectively provided better and more qualified competencies that promoted productivity and Performance in their organizational duties. Thus, the first step of research created a significant theoretical base and defined technical skills Training as one of the foundational elements for determining and improving operational efficiency and effectiveness.
Over time, the study on training research changed the area of focus and turned to other interpersonal skills such as communication, leadership, and customer service (Pilar & Correa, 2023). This led to a focus on more extensive training initiatives and organizational development focusing on the development of mastery in the relevant fields of work and the acquisition of a range of cognitive skills by the employees. Pilar & Correa (2023) that a focus on soft skills could make employees more motivated, lead to lower attrition levels, and benefit the culture of an organization. For instance, Training in the aspect of communication skills as a soft skill aided the employee in relation to fellow employees and even consumers to improve teamwork and consumer satisfaction. Training and employee development prepare managers to deal with their subordinates in a befitting manner and thereby impart enhanced Morale and productivity to employees. (Pilar & Correa, 2023).
The next set of efforts was directed at assessing and measuring the impact of Training and the returns on investment (ROI) in Training. Research by Wulnye et al. (2018) showed that analysts constructed complex frameworks that aimed at assessing the extent to which Training influenced Organizational Performance. However, the focus was on aligning the objectives of training interventions with the larger goals of the organization. This analytical approach emphasized the idea that programs have to be trained in order to produce outcomes that make a direct impact on the business organization. The authors highlighted the need to focus on the development of training interventions that were selected to meet organizational requirements, as well as the goals established within the strategic plans of the organization. A way to evaluate training or learning interventions for the purpose of recognizing the benefits of the training exercises as against the costs was also provided.
According to Wulnye et al. (2018), in the long run need to be better understood, and the conditions that facilitate Training to achieve optimum results need to be better understood. As far as the benefits of Training are concerned, these are more evident in the short term rather than in the long run. Therefore, several attempts have been made to build an additional understanding of the long-term effects of training programs. Moreover, there needs to be more information about the impact of different training methodologies and training delivery models in diverse organizational settings. In addition, there is a lack of research on the effects and outcomes of Training in various cultural and economic environments, with most of the literature having originated from the Western world, especially the developed countries, while little is known on how Training affects organizations in developing countries. It is essential to point out that organizational training programs’ effectiveness could be contingent upon cultural, economic, and managerial conditions. The studies that were undertaken in various contexts can offer insights into the applicability of the training endeavors in multiple environments.
This study intends to examines effect of employee training on the Performance of the organization
1.1.1 Employee training
Employee training refers to the systematic act of equipping the employees or workforce with knowledge and skills for the existing or future position expected to hold, which makes it an essential type of human resource development aimed at improving competency capacity utilization and Performance, as mentioned by Haan in his article in the year 2024. Training is done by organizations in order to stay relevant to current trends in the industry, to increase the level of satisfaction with the employees in their workplace, and also as a way of being relevant in today’s ever-changing business world in order to gain growth. According to Haan (2024), in the United States of America, organizational workforce issues of recruitment and retention are bolstered with the matters to do with career ladder interjection, making training a valuable cog in an organization’s wheel and employees’ satisfaction.
Education in antiquity included simple Training on the job and apprenticeships. Still, the Training of the employees in the unique character of the Industrial Revolution is considered the beginning of the modern form of employee training (Team, 2017). Their employers were burdened with numerous unskilled employees and had to train these employees systematically to effectively and productively perform tasks involving operating mechanical equipment (Team, 2017). This necessity sparked the evolution of the classroom line of Training; as abstract and theoretical as it could be, it was instrumental in the rapid Training of employees to meet the demand for the many goods that were being produced. Administered by Classroom learning, Team (2017) pointed out that this was less efficient than hands-on approaches as most teachings need to be more in context. Team (2017) mentioned that as technology developed, computer-based training (CBT) appeared at the end of the 80s and the beginning of the 90s, integrating technologically-supported media, accelerating the Training, and using visual aids. Lectures – Webinars took place instead of traditional classes, where video lectures were provided, and employees could watch them at their desks (Team, 2017). The cloud advanced the concept of Training by offering instant, quickly revised content when webinars were used, offering organizations additional reliable knowledge and enhancing flexibility.
A survey conducted in Forbes in 2023 showed that 59% of employees claim not to have received any training at the workplace; they greatly appreciate the formal professional training requirement despite relying on self-developed skills, which are, in fact, enhanced through such Training to help revolutionize their craftsmanship. This critical strategy for organizations is usually considered an overhead or a cost. Gupta (2023) also added that Effective training programs that build up the requisite skills and productivity imply proper and efficient human capital investments, flexibility, which is supplemented by the fact that development processes are always in tune with organizational objectives and plans while, at the same time, the functional units compete on how best prepared they are to perform future tasks.
Maryville (2021) also supports Employee training and development programs, asserting that they play a vital role in business, offering staff members a chance to improve their competencies or employers an ability to increase efficiency and enhance company climate. It also assists in minimizing worker turnover, which is monetarily crucial; a 2020 Work Institute investigation identified that average turnover costs U. S firms over $631 billion per annum (Maryville, 2021). Maryville also indicated that through a report by The International Journal of Business and Management Research conducted in 2019, 90 percent of the employees agreed that the training and development programs enhanced the Performance of the employees and development hence recommended to boost Performance thus contributing to the success of the organization (Maryville, 2021).
1.1.2 Sarova Hotels & Resorts
Sarova Hotels and Resort, established in 1975, de” fines itself as a premier hospitality management organization with a focus on offering unique hospitality and luxurious getaways to guests (Sarova Hotels and Resorts, n. d. as cited in Sangale et al., 2017). Having its central office in Nairobi, this company has expanded over the years and has a large staff complement today, with 1001 to 5000 employees (Sarovahotels.com). The company manages a group of establishments that travelers can visit for accommodation, such as hotels, resorts, and game lodges that are suitable for different clients and their expectations. The relatively modest period in which Sarova has been in operation might explain why it has minimized the production of substandard products and services, thus setting itself a competent brand in the provision of hospitality services not only in Kenya but also in the global market.
Sangale et al. (2017), while describing it as a chain of hotels, note that Sarova Hotels and Resorts is a leader in specialized segments of the hospitality industry, providing excellent service across all its operations. Its hotels offer city chic, whereas the resorts give a tranquil oasis, and the game lodges offer an exciting, wild experience. This line of products and services ensures that the company is able to reach as many clients as possible in the market, either in a business or leisure capacity or even the adventurous kind. Like many other companies in the modern world, particularly in the context of the hotel industry, the company’s strategy has to focus on the vision for growth and development while nurturing and enhancing all human resources that the company employs and developing a committed professional workforce that can deliver quality services with efficiency, which is the company’s key advantage given the keen competition in the market.
1.2 Problem statement
The research question that drives this study is a concern for enhanced knowledge about the strategic management of various forms of Training in employees and their effects on organizational Performance (Worley & Doolen, 2015). Despite the widespread acknowledgment of the critical role played by training and development programs in fostering employee growth and organizational success, numerous businesses find themselves grappling with a perplexing reality: a need for significant changes in performance indicators after participants have undergone organizational Training. As Worley & Doolen state (2015), This is the very reason that this distinction between the amounts of money invested in training initiatives and the organizational gains received props up a critical issue in the corporate milieu. If it remains unconquered, then the organizations risk spending significantly as high return on investment training programs with meager, insignificant, or nil effectiveness. This predicament is not just an issue of financial loss but also presents itself in low Morale at the workplace, high turnover, and even compromised competitiveness.
College (2022) revealed that while prior studies only provide short glimpses of hope toward the perceived benefits of training technical and soft skills, there still needs to be more clarity surrounding the best practices and long-term effects. This is compounded by the fact that there needs to be more literature exploring training effectiveness in different cultural and economic situations, with most existing studies emanating from Western contexts. With great effort, this study aims to help shed light on the many elusive factors of training outcomes and contribute towards the development of practical recommendations that would further assist in the establishment of improved training strategies, which would foster better organizational outcomes and continued progress in the long run. These are some of the questions that this study seeks to answer by exploring the impact of employee training on the Performance of the organization with the view of identifying the best practices that can help in improving the condition in order to have better outcomes of organizational Performance.
1.3 Objectives of the study
Both general and specific objectives will guide this study.
1.3.1 General Objective
The main aim of the study will be to analyze the effects of employee training on the Performance of the organization
1.3.2 Specific objectives
I Will analyze the impact of technical skills training on employee productivity and operational efficiency.
ii To assess the impact of soft skills Training on employee satisfaction and organizational culture
iii To examine the impacts of employee training on career advancement and organizational growth.
1.4 Research Questions
What are the effects of technical skills Training on employee productivity and operational efficiency?
ii what is the impact of soft skills Training on employee satisfaction, customer service quality, and organizational culture?
iii what are the impacts of employee training on career advancement and organizational growth?
1.5 Justification of the study
The learning and development of employees is underlined as a critical factor to effectiveness in the workplace and more so in hospitality organizations because it deals with customers most of the time. Organizational Training ensures that its workers acquire adequate knowledge and skills to execute their work in the desired manner, causing an improvement in the quality of services being rendered to customers. Other benefits of Training include boosting employee morale and increasing employee loyalty because the Training mainly aims at skills enhancement and promotion. Hence, there are fewer cases of employees leaving. It will help to fine-tune training interventions and, therefore, minimize employee turnover rates and subsequent absenteeism. Also, it should be understood that investment in employee training pays economic dividends. The employees who are trained then create more added value, hence increasing the revenues and profitability of the business. Analyzing the effects of modern training approaches like e-learning and blended learning, the findings of this research will provide best practices on how to promote the use of modern training technologies to improve the training results. It will also discuss the training benefits or detriments regarding the growth of organizations and the role of cultural and economic environment on training efficiency, providing references for similar organizations in different settings.
1.6 Significance of the study
The research conducted in this study on the effects of employee Training and Development on an organization’s overall Performance is valuable to many people and benefits every stakeholder.
1.6.1 Managers and Organizational Leaders
This research will be helpful to managers and leaders in organizations since it established that proper Training has positive impacts on productivity, efficiency, and customer satisfaction. The results will assist in ensuring that it justifies the amount spent on its employees, as well as create a training program that closely fits the organization’s vision. Self-perceived skill improvement, together with training satisfaction, was positively related to turnover intentions over time, and thus, as is the case with improved work attitude, the long-term retention effect of Training can point the way to a more stable workforce for managers.
- 6. 2 Human Resource Professionals
Human resource professionals will learn from the article seeking to understand proper strategies for designing training programs as well as implementing them. The county includes recommendations on how to incorporate technological advances into the training process in light of up-to-date policy in Training and development: e-learning and blended learning. Much of this information can aid the HR departments of organizations in the effective management of their training regimes to ensure that effectiveness is enhanced, flexible, and adaptable enough to address the needs of the identified market forces in the employment of qualified, competent, and productive workers. Also, by focusing on that Training is a critical aspect that contributes to career trajectory and staff engagement, the HR specialists will be able to contribute more effectively to the enhancement of talent management strategies.
- 6. 2 Employees
The most apparent customers that operate in the training environment are the employees themselves. Again, the study reveals how training has the potential to impact several social functions: the ability to upgrade efficiency and effectiveness on the job, develop new skills, and open up new career paths for employees. To this end, it is crucial to enhance the job-training activities in an organization and provide structured programs that could improve employee satisfaction with their jobs, reinforce their self-confidence in their work activities, and improve their career growth opportunities within the firm. This not only applies to self-morale but assists in creating more effective and efficient employees in large numbers as well.
- 6. 3 Academia and Researchers
First, it provides additional insights into the existing knowledge by addressing missing and blind spots in the literature in relation to the training outcomes and its sustainability over the long term, as well as its efficiency in different cultural and economic environments. Future research by researchers and scholars can take up these findings to examine the complex relationship between training and its mediating environments and propose more theories and models that could enhance the understanding of the field of organizational behavior and human resource management.
1.7 Scope and limitation of the study
The purpose of this research is to evaluate how employee training impacts the Performance of organizations: A case study of Sarova Hotels and Resorts in Nairobi, Kenya. It targets the Sarova Hotel employees with particular emphasis on the loyal employees, thus using questionnaires to collect the data. The study will evaluate multiple types of training, technical, communication, and e-learning Training programs, using stated targets of employee productivity, customer satisfaction, employee turnover, and company profits as the criteria. The proposed study employs a mixed-methods research design in the end. It seeks to offer insights that would be relevant to the Sarova Fitness Center trainer training and development as influenced by the culture and economy. The study will be conducted in the span of approximately three months, starting from [start date] up to 2024.
The study has limitations. This policy statement could be limited in that it only looks at the Nairobi hospitality industry and may need to be more generalizable across most hospitality industries. Some analyses may not collect enough data because of time constraints, so they are settled within three months. Using only the students who are loyal to the company might lead to biased results, as the samples may not perfectly represent the new employees of the company. The emphasis should be placed on particular curricula, and, in this case, specific methods may be excluded. However, limits originate from perceived economic and cultural differences in Nairobi that might hinder the findings’ generalization.
These acknowledgments, therefore, help avoid making unrealistic conclusions when the study seeks to assess the effect of employee training on the Performance of Sarova Hotels and Resorts’ organization.
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter will review various studies that have been conducted using the current case as a reference and apply them to this study. Therefore, this work will involve the following: the study of the theoretical framework, empirical review, and the conceptual framework of the effect of employee training on the Performance of an organization will be looked at.
- 2 Theoretical Framework
Numerous theories have been used to study employee Training and Organizational Performance. Important ones are Human capital theory, Resource-Based View (RBV), and Social learning theory.
2.2.1 Human Capital Theory
Leoni (2023) stated that the formal human capital theory that was developed during the 1960s assumed that Education and Training increase labor productivity, thereby raising organizational outcomes. Scholars have backed the idea that employee training is a strategic asset worth exploring for organizations. Emile & Jami (2023) assert that literature showed firms that trained employees reported the following benefits: improved productivity, innovation, and low turnover rates. Nevertheless, this perspective captures and values education according to its tangible financial returns, disregarding the other more significant effects as described by Sen and Galbraith, including one’s character transformation and poverty eradication. Nevertheless, it was established that Training has a positive relationship with organizational Performance. Yet, more attention still needs to be paid to identifying the long-term impacts and investigating influences of cultural context that exist to date. These provide future research avenues that encompass these broad dimensions of Training.
Over the past decade, from the early years of the new millennium, Education and human capital have emerged as critical factors in contemporary economies. The Training and development of its employees, which is one of the core areas of human capital management, greatly influence organizational Performance. Studies suggest that when Training is practical, it impacts efficiency, Morale, and creativity in organizational systems. Fleischhauer (2007) has noted that through the implementation of Training for employees, the company gets to enjoy higher productivity along with increased rates of job growth. For instance, potential emerging from the Training can be explained by theoretical frameworks like the Human Capital Theory Fleischhauer (2007). Training outcomes are, therefore, moderated by factors like the training design, support within the organization, and the employee trainees’ characteristics Fleischhauer (2007). Despite these reported benefits, some gaps are apparent concerning the Training of employees: More emphasis on the analysis of training effectiveness has been accorded a long-term perspective on its Impact on employee performance and the organization as a whole.
2.2.2 Resource-Based View
According to RBV theory, inherent resources and capabilities make a significant contribution to performance improvements and sustainable competitive advantages among organizations. RBV sees unique and imitable resources such as skills, organizational culture, and types of activity as valuable sources of differential Performance (Madhani, 2020). Training is another way through which firms create these internal resources to nurture and enhance the capabilities that are unique to their firm and are difficult for other competitors to imitate. As stated by Madhani (2020), it was found that there is a substantial potential for targeted training and development programs to transform organizational Performance and increase critical competencies through innovation, efficiency, and the ability to adapt to changes, which are all attained through the improvement of employees’ skills and competencies. Madhani (2020) argues that Training suits RBV by enhancing the configurational flexibility of value chain activities so that firms can dynamically reconfigure the value system and consequently maintain sustainable competitive advantage through resource heterogeneity and stickiness. However, it is noteworthy that this kind of Training can only be effective for the outcomes mentioned above if the skills acquired are utilized appropriately within the framework of the firm’s strategic management.
The Resource-Based View (RBV) of the firm was earlier labeled in 1984, stated that the tailored management and possession of ultra-valuable, inimitable, rare, and non-substitutable internal resources, including capabilities, knowledge, and assets can accrue several economic rents and competitive advantages. Conceptual studies regarding the RBV theory and the empirical Research based on the RBV framework clearly indicate that sustained employee training has the potential to improve organizational Performance by fostering valuable internal resources. Appropriate Training enhances the abilities of the workers, and these attributes cannot be easily duplicated, which enhances the first and second types of competitive advantages that are sustainable. According to Miller (2019), Research shows that companies that undertake specific and constant Training receive positive changes in productivity, creativity, and responsiveness to market fluctuations. While some scholars have accused the RBV of being tautological or even incomplete, this view has nonetheless pervaded strategic management. It continues to hold significant sway, particularly when accented by more compatible paradigms, notably the KBV and DCV. These integrations emphasize how learning cannot be a one-time process and call for required skills upgrading and renewal that deliver competitive advantage.
2.2.3 Social Learning Theory
Cherry states in 2022 that Alber Bandura proposed the Social Learning Theory, which states that learning is influenced by observation and modeling and that it combines both cognitive and environmental factors, including attention, motivation, attitude, and feelings. Observing behaviors and the outcomes of these actions witnessed in others lies at the center of this theory. It has implications for the training of employees and business organization operations. According to Cherry (2022), integrated training programs aimed at learning promote the use of elements, including role modeling, feedback, and social interactions as ascribed by the social learning theory. Training strategies that incorporate social learning have better results than the traditional didactic approaches: mentoring, collaborative projects, and other similar exercises that let the trainee actively engage with the content being trained on results in enhanced skills, job performance improvement, and also have a positive effect for the trainee thus increasing their motivation as pointed by Cherry (2022). In a way, organizations promote a positive learning culture with an understanding of the following processes: Performance, innovation, and adaptability, which are bound to be optimized, thus achieving improvement and competitive advantage in the marketplace.
2.3 Empirical Review
2.3.3 Effects of technical skills Training on employee productivity and operational efficiency
Evidence from the literature supports the argument that the management of training programs has a positive impact on the Performance of employees within organizations by increasing their output, proficiency, and motivation levels. The study by Olasanmi et al. (2021), alongside the work of Abebe (2018), reveals that Training should encompass the creation of adequate training programs that would enable the employee to reach and overcome scores determined beforehand, resulting in increased productivity. For example, companies that provide personnel with training and development experience have higher ROI and talent management effectiveness, according to Haymanot (2019) and Helal (2022). Skills and confidence in core job areas are essential to reduce possible errors or carelessness, enhance the level of job satisfaction, and improve Performance Mualuko et al., (2023). Nevertheless, Training can face the following obstacles: ineffective training methods, irregular programs, and insufficient funding and support from the management level. Unqualified trainers in Cambodia, for example, have been observed to adversely affect productivity, while Nigerian organizations have blamed their lack of funding as well as their inability to deliver programs as some of the issues that have been experienced by Okeke et al. (2019). Mualuko et al. (2023) raise insights that in Ghana and Kenya specifically, inadequate managerial support and resistance to Training make it harder to enhance employee performance. Therefore, Training plays a vital role in increasing productivity, but only when it is done through high-quality, well-delivered training programs supported by practical training programs.
The existing literature affirms the significance of training employees in regard to Performance in organizations, with chief noted areas being productivity and satisfaction. According to Eneh et al. (2015), Training is described as the process through which requisite skills needed for achieving organizational goals and objectives are imparted to the workforce and state. Training plays a primary function in identifying the existing performance gap and how to close that gap. A review of the success of Training, general or professional or straightforward Training for the targeted job, characterizing improved efficiency of the trains as well as reduced mistakes. Eneh et al. (2015) pointed out that Research carried out in Nigerian organizations reveals that Following training structures in organizations is effective in helping to train the workers, improve the workers’ productivity, and increase their organizational commitment. However, the success of training programs depends on the needs of the organization and the opportunities for the utilization of newly acquired skills. While adequate training methods, qualified trainers, and management support are undoubtedly beneficial and can improve the organization’s Performance – both in terms of efficiency and productivity – and as demonstrated in various organizations, their opposite can present adverse effects, such as inefficiencies. Therefore, for the purpose of achieving the organizational goals and objectives as well as retaining competitive advantage, it is essential to train and develop human resources and do it well and continuously as it ensures the competencies or employees to acknowledge technological increases as well as organizational requirements and thus element the job satisfaction and Performance.
2.2.3 Impact of soft skills Training on employee satisfaction and organizational culture.
Various academics have supported the fact that employee training is an essential factor in the achievement of improved organizational Performance through the motivation of employees and the improvement of soft skills and job satisfaction. According to Akla & Indradewa (2022), Training is rendered as the practical acquisition of the required competencies that enable staff personnel to attain organizational objectives. Research has also found that when Training is correctly formatted in a manner that favors its absorption, productivity is enhanced. Errors are reduced, which in the long run enhances job performance—Ibrahim et al. (2017) asserted that Training that targets soft skills, including personal traits, interpersonal skills, and problem-solving skills, is helpful in raising the level of organizational commitment and Performance among employees. As per the scientific literature reported by Khan et al., 2020; and Rehman et al., 2020). The findings further also established that common precursors of creativity and Performance, such as motivation and job satisfaction, enormously enhance organizational commitment and, thereby, organizational Performance, as confirmed by Khan et al. 2020 Rehman et al. 2020. According to Nadeak & Naibaho (2020), Research conducted within Hotel Mandiri proves that the effectiveness of training programs delivered to soft skills, motivation, or job satisfaction directly impacted both organizational commitment and improved employee performance. However, the efficacy of this Training has been seen to depend on the needs of the organization as well as the availability of opportunities to use the acquired skills. So, it can be concluded that practical but, more importantly, continuous Training is crucial for an organization in the pursuit of its objectives and to reduce the competitive threat that it faces.
A more general finding has also been established from the literature that has identified employee training as having a strong influence on organizational performance levels, especially in the hotel industry. Iaeme (2021) posited that there is a centrality of the Training, which is practical human relation skills, personal and interpersonal skills, teamwork, collaboration, flexibility, work stressors, and work ethics, as subsequent to these technical and soft competencies promote the desirable employee performance, resultant gratifying guests’ satisfaction, and organizational Performance. Based on this, Iaeme’s (2021) findings have indicated that comprehensive Training on these aspects was beneficial to the employees in the hotels, including front desk, housekeeping, and management, highlighting that the more the staff were trained, the better their ability and thus Performance in their job and the outcome of the guest service (Iaeme, 2021). Research that has been carried out in the hotel environment, for instance, showed that increasing the focus on top of the training and development programs in the provision of hotel human resources can spearhead a boost in the Performance of the hotel employees and, therefore, a boost in service delivery as well as customer satisfaction (Al-Sabi et al., 2023). These findings emphasize the need to develop a corporate culture where the commitment towards employee training and development is a crucial guiding principle in any organization in the hospitality industry in the pursuit of its goals.
2.2.3 Impacts of employee training on career advancement and organizational growth.
Research has also revealed that Training influences the career mobility of workers and organizational development. The use of technology has been widely embraced in today’s society, as noted by Walters & Rodriguez (2017). While Training refers to the process of upgrading skills to meet the current organizational requirements, development refers to the process of awakening and nurturing skills to meet future organizational needs and prepare for the next higher rank in a particular organization. , as stated by Chellappa (2023), this kind of Training leads to increased personal and organizational productivity, organizational commitment, and internal mobility for better succession planning, which is crucial for the success of any organization in the long run. According to Driver Software (2024), Career development overlays the match between current skills and acquiring or maintaining employment progressively requiring anticipated skills. Hence, it is the process that is responsible for matching the goals of the employees with those of the organizations. At the same time, the dual emphasis on the present and future competence of employees results in capable and motivated personnel, which is vital for organizational growth. Further, because the prerequisites of such targeted Training and development reformulation build up a specific expectation of career advancement in an organizational setting, employees are likely to become more devoted to the organization, contributing to lower turnover and more organizational stability. Consequently, Training and development play a significant role in personal and professional progression as well as the enhancement of the organization.
2.4 Conceptual Framework
There are only two key variables in this study: employee training, which forms the independent variable, and organizational Performance, which forms the dependent variable. Under these key variables are sub-variables, which were analyzed. The study analyzed the effect of employee training on organizational Performance in the selected study site, Sarova Hotel and Resorts.
The conceptual framework is a conceptualization in functional form of how the independent variables affect the dependent variables.
Figure 2.1: Conceptual Framework
Independent variables Dependent variables
|
Employee Training
|
|
Performance of organization
ü Employee Productivity ü Service Quality ü Customer Satisfaction ü Employee Retention and Loyalty |
| Interpersonal and Communication Skills
|
| Teamwork and Collaboration
|
|
Stress Management
Work ethics
|
The above conceptual framework was developed by examining how employee training would affect an organization’s Performance. The main objective of this study was to establish the effect of employee training on organizational Performance from an organizational perspective.
RESEARCH METHODOLOGY
3.1 Introduction
This research method outlines the approach and processes followed in completing the study, which explores the impact that employee training has on organizational Performance using Sarova Hotel and Resorts as the case study. This section covers the site description, research design, unit of analysis and units of observation, target population, data collection methods, sampling techniques, and data analysis procedures.
- 2 Site Description
The study was conducted on the number of guests at Sarova Hotel and Resorts. Its main office is situated at Ngong Road, Kenyatta Avenue, and Valley Road in Nairobi. The headquarters of the Hotel is the head office. It accommodates the most crucial components of the total number of the hotels, including the chief executive officer, the human resources, the finance, operations, and information technology departments, as well as the security and procurement departments. There are nine branches of this Hotel across the country. However, the study was constrained by financial, time, and logistical factors, thus only focusing on the employees of the Hotel based on their place of work, which is the head office of the Hotel. In total, the number of employees at the company’s headquarters is estimated to be 1,500, while the number of employees within each department is approximately 125. Conducting a study on the employees at the headquarters captures the entire population of hotel employees because each branch of the Hotel is just a subunit that operates under the close guidance and control of the headquarters of the Hotel.
3.3 Research Design
Research design entails preparing a plan to accomplish a research study and solve the research problem. Thakur (2021) has pointed out that a research design is a way in which the research is likely to be done. The type of research design employed in this particular study is descriptive research.
Descriptive research embraces the effort to identify relationships between a given set of factors and certain occurrences, outcomes, conditions, or types of behavior, as per Thakur (2021).
According to Siedlecki (2020), it is crucial to note that while descriptive studies are less concerned with fact findings, such studies can often give rise to some of the significant, critical principles of knowledge as well as solutions to major problems. This is preferred because it enables the researcher to capture all the variables in the study of the case.
To this end, the study aimed to unveil the impact of employee training on the performance of organizations with specific reference to a chosen organization. In the selection of the design, care was taken in regard to the kind of data collected, as well as the type of analysis done
- 4 Particulars of Analysis and Items of Study
This research uses sampling as a tool of selection. It focuses on the employees of Sarova Hotel and Resorts as the population under consideration in this case forms the unit of observation. Current research explores leadership skills development training programs for employees and organizations in the context of various forms of employees’ and organizations’ performances. Employees shall be required to complete questionnaires and conduct interviews to assess the ministry-received Training’s expected effectiveness, which in turn may influence the overall efficiency, services, and responsiveness of the employees and the entire organization. Measures that will be associated with organizational Performance include The various indices of organizational Performance, including the level of customer satisfaction, changes in revenue status, the quality of the services offered, and the retention status of employees. This approach is rather general and allows reflection on how the issue regarding the Training of the employees is a benefit or a drawback in terms of Sarova Hotel and Resorts’ performance results.
- 5 Target Population
A target population covers all members, units, objects, items, or things to which a study is extended for data collection (Brown, 2011). In this study, the population comprises 1,500 employees of Sarova Hotels at their headquarters. Despite the fact that the Hotel has established nine networks of branches throughout the country, the researcher had restricted access to the numbers of the other branches due to time, financial, and physical barriers; hence, the accessible population was employees of the headquarters. The reasons are simple – this subset of the Hotel’s workforce is believed to include workers with similar characteristics and, therefore, can be considered representative of the entire sample. However, it was not possible to cover all the employed staff from the headquarters in the study. So, participants were selected carefully through both random and purposive sampling in order to reduce biases.
3.6 sample size and sampling procedure
3.6.1 Sample Size
In the same context, Faber & Fonseca ((2014)) were keen to note that the choice of adequate sample size is not a luxury but a necessity in the course of the research process. If properly chosen, a researcher might spend a whole tenure of research with the right tool or, at best, a tool that will require more time and other resources than is justified. Hence, a total of 150 students were targeted for this study, which is equal to 10% of the total targeted population. Based on the number of people in the individual departments, the total respondents to be sampled from the various departments of the company were then arrived at.
- 6. 2 Sampling Procedure
According to the collection and analysis processes, the study sample was selected by adopting the stratified random technique. Sample frames based on department-based division separated the target population. Each stratum generated 150 responders (10%) who were identified at random.
The respondents were selected purposively by using the list with the names collected from the departments and by using numbered paper cards to replace the names of the respondents. The paper cards were then placed within a tray, and the researcher had to randomly pick out each card until the planned response rate was attained. Then, the names of the responders, as given within the list of the provided departments, were lined up one by one against the cards numbered accordingly. This was possible in a way that facilitated the attainment of the intended sample size on all the sample frames (departments).
This type of research would be most suitable for stratified random sampling because the sample population is diverse and categorized by departments.
- 7 Data Collection Method
The researcher used interviews and cross-sectional structured questionnaires to gather data. Most of the respondents were given consent forms on the survey before administering the questionnaires. The educational institution furnished the researcher’s letter of identity to introduce them to the participants. This activity was supposed to be conducted during business hours.
3.7.1 Collection of Quantitative Data
The method of data collection was the drop-and-pick Therefore, the respondents had many options to complete the questionnaire, and they managed to do so. This led the researcher to be able to obtain numeral or measurable data as a consequence. When responses had been overdue due to time constraints, the researcher joined the senior staff and filled out the questionnaires as the staff members provided their responses.
In addition to the above, a set of written questions was designed to complete the questionnaires and deliver them to the specific employees of the target organization’s head office. Questions that could be answered with just ‘yes’ or ‘no’ were known as closed-ended questions, while questions that elicited detailed responses were open-ended. They found that using this approach to collect data was affordable, given that a lot of information was collected from various sources at one time.
All ten respondents completed a pre-test for the questionnaires to determine their relevance, clarity, and accuracy.
- 7. 2 Data Collection – Qualitative Data
Key informants’ interviews were done by the researcher in order to get qualitative data, which were facilitated by the use of structured questionnaires. Some of the issues in research that are hard to tackle by questionnaires only were tackled by this in addition to the questionnaires. The respondents were again given scores on the Likert scale to expound more on their views, for instance, on Training and whether they thought that it had an influence on organization advancement at the Hotel during face-to-face interviews by being asked. All 30 researchers employed qualitative research questions that are in the form of open-ended structured questions. The interviews and conversations mainly focused on staff qualifications, which are crucial to hospitality, familiarity with the Hotel, and the relationships and processes within the institute.
3.8 Data Analysis
It is essential to point out that both the questionnaire and interview schedules were reviewed, and dependability assessments were made after fieldwork but prior to analysis. In turn, both quantitative and qualitative methods were used to analyze the data on the given topic. To organize, code, and analyze the data, Descriptive statistics, which included percentages and table frequencies, were used.
CHAPTER FOUR
DATA ANALYSIS, PRESENTATION AND INTERPRETATION
4.1 Introduction
This chapter is divided and discusses the study technique of presenting the analysis and the study results. Presentation of the results on the effects of the factors that relate to the Training and development of employees on the Performance of Sarova Hotel and Resorts. In this sense, questionnaires and interview schedules were administered and used to gather the data for this research. These tools, the interview guide, and the questionnaire were developed with a focus on the goal of this study. Likert-type questions were adopted so as to enhance the quality of data collected; responses were earned in the form of the degree of use of the variables on a five-point scale.
- 1. 1 Response Rate
To be more specific, the study aimed to reach 150 respondents in order to collect the necessary information. Of the 150 purposively targeted respondents, 126 agreed to and returned the feedback questionnaire, giving an 84% response rate.
The researcher was able to interview all four human resources managers who were chosen as samples, hence having a response rate of 100%. The researcher also followed up with the respondents to promptly request the completion and return of the questionnaires, which is the reason for the outstanding response rate. To some extent, this supports the statement made by Chung (2022), where he states that a 50 percent response rate is acceptable, whereas a rate higher than 70 percent is exceptional. This implies that the achieved figure of 84% response rate in this case is, therefore, ideal going by this statement. The conclusion is presented in Table 4: 1 below.
Table 4:1: Response Rate
| Response
|
Frequency
|
Percentage |
|
Responded |
126 |
84.0 |
|
Not responded |
24 |
16. o |
|
Total |
150 |
100.0 |
- 2 Social and Demographic Information
The first section of the questionnaire contained questions pertinent to the respondent’s age, years of experience, position at the current organization, and degree level attained so as to elicit some background information about the respondent.
- 2. 1 Gender
Specifically, the study aimed to identify the sex of the respondents, of which the majority (40%) were females and 60% were males. These results are displayed in Table 4.2 below. In order to show that gender parity was achieved during the study, the researcher arranged those who participated in the study according to their gender, and the results are presented in the table below. The findings show that not only women were included in the survey but also in the organization, although the majority of people were men. The findings above could be explained by Kenya’s patriarchal solid society, where women were barred from doing much more than just household chores until recently.
Table 4.2 Gender of the Respondent
|
Gender
|
Frequency |
Percentage |
|
Male |
76 |
60.0 |
|
Female |
50 |
40.0 |
|
Total |
126 |
100.0 |
CHAPTER FIVE
SUMMARY OF THE FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This chapter outlines the study’s conclusions. These are carried out in accordance with the study’s goals, which also result in findings and suggestions. The specific objectives are intimately related to the conclusion.
5.2 Summary of the Findings
5.2.1 Effects of technical skills Training on employee productivity and operational efficiency
Technical skills training enhances the operational efficiency of organizations and improves staff performance. This literature review points to the fact that suitable training interventions increase the ability of workers to meet and even exceed organizational performance expectations, implied by higher productivity and organizational satisfaction. High-quality Training decreases the possibility of errors and enhances confidence, reducing the overall rate of inefficiency. However, the success of such training programs and activities is contingent on several factors by which the meaning can be expounded as the following: Commonly, the effectiveness of training initiatives is over time and depends on a number of variables such as Consistent instruction, Sufficient finance, Strong management backing, and High-quality training methodologies. The effectiveness of Training is more specific when it remains possible for a business to adopt the wrong methods of Training and to have trainers who are inexperienced in Training. On this note, Training and development should be formulated as continuous and well-implemented strategies to meet corporate goals.
5.2.2 Impact of soft skills Training on employee satisfaction and organizational culture.
Research also confirms how critical it is to develop the soft skills needed to help bullet-point their enterprise culture and invigorate their staff. Enhancing training structures, particularly for programs such as stress management, teamwork, flexibility, interpersonal, and communication skills, positively affect job performance and organizational commitment. Skills such as interpersonal communication, empathy, and teamwork all ensure a positive working environment, leading to high Morale among the workers as well as enhanced Performance among them. Several studies indicate that such training programs are effective if they are in harmony with corporate goals at the workplace and there are opportunities for Training on the use of the acquired skills. These training endeavors can only be practical if organizational development programs keep supporting such training efforts constantly when it comes to achieving organizational goals and maintaining competitiveness.
5.2.3 Impacts of employee training on career advancement and organizational growth
Outgoing and recent research also confirms that staff training is a significant factor that defines the overall success of the organization and employees’ career opportunities. Education improves the Performance of tasks on the job while training positions a worker to fit into future tasks and higher positions. The kind of programs that complement the enhancement of individual Performance must also enhance the commitment towards the organization and development of internal talent necessary for continuous improvement. Training ensures that the employee’s ambitions and organizational needs are always matched by filling the competency gaps that cover the existing skill needs in the career path. These two perspectives create a highly motivated staff, which contributes to organizational stability and success indoors. For this reason, adequate training and development procedures remain critical for improving one’s career realm and organizational Performance.
5.2.4 Relationship between employee Training and organization performance
It was also observed that the hotel’s organizational performance is directly linked to staff training. Another observable aspect that signifies the offer of Training is the enhancement of staff performance, which can offer employment advancement opportunities within the enterprise. Moreover, it is argued that training is helpful in gaining an understanding of the workers’ duties, thereby increasing productivity across the board. Also, Training fosters flexibility in functional responsibility within the Hotel, so organizational movement makes it easy for the staff members to have different responsibilities. Moreover, as the data shows, training is crucial for the acquisition of niche skills and related competencies that would enable workers to take on more roles. It also assists the workers in better positioning their endeavor targets in the firm. To complement these improvements in staff performance, the Hotel employs a number of personnel development strategies such as staff training and development activities, group and individual staff training, trade shows, orientation, simulations, and controlled practice.
5.3 Conclusions
5.3.1 Effects of technical skills Training on employee productivity and operational efficiency
The data revealed the impact of an effective training method in designing and developing technical skill training programs in terms of driving improved performance and efficiency in the worker and organization as a whole. Research has also shown that when Training is executed correctly, it can enhance the development of people within the organization, increase efficiency, and enhance the Performance of organizations. However, such efforts can be considered unsuccessful due to challenges such as poor training methodologies, inconsistent programming, and the absence of managerial support. Therefore, for organizational goals and competitiveness to be achieved, companies should frequently provide superb training programs that ensure that staff possesses the right skills required by the organization, hence the increased output and job satisfaction.
5.3.2 Impact of soft skills Training on employee satisfaction and organizational culture.
The research concluded that soft skill development stands out as a critical option that fosters a pleasant organizational climate and improves the satisfaction of workers, according to numerous studies. Training and development programs that effectively cover areas such as stress management, teamwork, flexibility, and communication substantially promote Performance and company loyalty. The soft skills developed here have positive impacts on organizational culture, employees’ motivation and satisfaction, productivity, and any other areas of the organization. In order for such programs to work effectively, they should also be aligned with the company’s goals and free from prerequisites that do not allow for the application of the learned skills. It becomes crucial to maintain constancy in these training initiatives for organizations that aim to get to their goals on par with the dynamic business environment today.
5.3.3 Impacts of employee training on career advancement and organizational growth
The study concluded that staff training plays a very significant role in the promotion and overall Performance of the enterprise. Such training and development processes are beneficial not only for enhancing an employee’s work productivity but also for promoting committed relationships with the organization and encouraging internal promotions that are vital for sustained organizational effectiveness through enhancing relevant skills and readiness for higher tasks. Overall, though conducting training sessions will make sure that all the goals of a particular employee are in tandem with those of the organization, an organization can be sure that its workforce is competent and motivated and, therefore, is a formula for success and sustainability. Thus, securing a good amount of funding for significant training and development programs becomes essential to achieve both the overall corporate objectives and, indeed, the career growth of the individual.
5.3.4 Relationship between employee Training and organization performance
The study concluded that the delivery of training is a transparent element that may help improve the Performance of staff in the organization and provide promotion opportunities within the firm. In addition, Training has a significant impact on increasing the knowledge of employees and their roles, causing an increase in productivity. Also, it helps in creating more flexible work environments for employees since the various jobs can be handled effectively. Moreover, Training directly facilitates the development of the skills and competencies required of the employees by expounding on other responsibilities and performance expectations. In order to maintain and further enhance this improvement on respective staff, the hotel uses several changing development techniques and tools such as formal training, conventions, and education through games, simulation, coaching, mentoring, functions, rotation, and developmental strategies. Such complex and multipronged initiatives point to the Hotel’s firm determination to lift the capability of its workforce as well as cement organizational effectiveness.
5.4 Recommendations
5.4.1 Recommendations on the Findings
5.4.1.1 Effects of technical skills Training on employee productivity and operational efficiency
Considering the implications highlighted in the research conclusions section, it is suggested that organizations should enhance their spending on practical Training of technical skills among their workforce. All of these programs should be well coordinated in line with the needs of the organization depending on its vision, mission statement, and objectives in an effort to result in talent management, productivity, and general organizational Performance. Also, it is stipulated that enterprises must identify and eliminate triggers that can negatively influence the efficiency of training activities: low-quality training practices, irregular training schedules, and inadequate management support. With regard to the interest of the organizations, it is apparent that continuous and consistent implementation of training programs that adequately address training needs with the desired company expectations shall improve the productivity and satisfaction of the staff as well as enable the company to achieve its aims and objectives as well as competence in the market.
5.4.1.2 Impact of soft skills Training on employee satisfaction and organizational culture.
According to the study’s conclusions, it is suggested that organizations work closely to improve soft skills for their employees. Effective team collaboration in the form of stress management, use of flexible approaches to work, and interpersonal communication should be offered through properly designed training schedules to improve the company and the satisfaction of the employees. Such programs should incorporate organizational goals in their learning outcomes and ensure that employees get many chances to practice their skills once developed. Originally, constant funding of such training programs was crucial for organizations to realize their formulated goals as well as sustain their presence in the marketplace.
5.4.1.3 Impacts of employee training on career advancement and organizational growth
Organizations should do more than what the present study indicates to ensure adequate training and development programs are in place for their workers. Ideally, these programs aim to improve individuals’ current Performance at their workplace as well as their ability to prepare for future job assignments and higher positions in the company. It is, therefore, clear that when an organization’s training programs join the motivation of the employee to the organization’s objectives, it guarantees an employee an effective workforce, hence stability in the organization. However, it is still mandatory for organizations to embrace comprehensive skill enhancement and development programs since skill development has long-term impacts on individuals and organizations.
5.4.1.4 Relationship between employee Training and organization performance
In light of the research outcomes, the organization should maintain employee training and development efforts for improved skills. Other benefits that flow from Training include enhancing staff organizational performance while offering opportunities for personal growth within the organization. Further, it is crucial to adopt a wide spectrum of training activities, including a structured program, a conference, coaching, and mentoring, in order to provide employees with relevant and well-rounded Training. The mentioned commitment to the training and development of employees impacts not only their performance but also positive trends in the accomplishments and organizational effectiveness of these companies in the long run.
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APPENDICES
Appendix A: Questionnaire
SECTION I: BACKGROUND INFORMATION
Please respond to the following questions. The information obtained will be used to develop a complete study.
| 1. Gender | |||
| Male | [ | ] | |
| Female | [ | ] | |
| 2. Highest Level of Education | |||
| College | [ | ] | |
| University degree | [ | ] | |
| postgraduate | [ | ] | |
| Other qualifications [ | ] | ||
- Indicate your age bracket
< 25 years [ ]
Between 25-40 years [ ]
Between 40-50 years [ ]
>50 years [ ]
- For how long have you been an employee of the Hotel
Below two years [ ]
Between 2-4 years [ ]
Between 5-10 years [ ]
Above ten years [ ]
PART B: RESEARCH VARIABLES
In this section, you will be required to indicate the level of agreement with the statement in response to the research variable with consideration of the Likert scale method whereby 5= Strongly Agree (SA), 4=Agree (A), 3= Neutral (N), 2 Disagree (D) and 1= Strongly Disagree (SD).
Please Tick Appropriately
PART B1: EFFECTS OF TECHNICAL SKILLS TRAINING
Please tick appropriately
| Statement/response
|
SA | A | N | D | SD |
|
a) Technical skills training has improved my overall productivity at work.
|
|||||
|
b) The Training provided has made me more efficient in performing my job duties
|
|||||
|
c) The technical skills training has led to a noticeable improvement in the quality of my work
|
|||||
|
d)The Training has increased my job satisfaction.
|
|||||
|
e) Technical skills training has a positive impact on team performance.
|
|||||
|
f) Overall operational efficiency in the department has improved as a result of the Training.
|
PART B2 SOFT SKILLS TRAINING
Please tick appropriately
|
Statement /response
|
SA |
A |
N |
D |
SD |
|
a) soft skills training has improved my overall job satisfaction.
|
|||||
|
b) The Training has enhanced my ability to communicate effectively with colleagues.
|
|||||
|
c) The Training has positively impacted my ability to work in a team.
|
|||||
|
d) My problem-solving skills have improved due to the soft skills Training.
|
|||||
|
e) The Training has led to better conflict resolution within the Team.
|
|||||
|
f) The Training has fostered a more inclusive and collaborative work environment.
|
PART B3: CAREER ADVANCEMENT AND ORGANIZATIONAL GROWTH
Please tick appropriately
|
Statement /response
|
SA |
A |
N |
D |
SD |
|
a) Employee training has significantly improved my opportunities for career advancement.
|
|||||
|
b) I am more prepared to take on leadership roles due to the Training provided.
|
|||||
|
c) The training programs offered align well with my career development goals
|
|||||
|
d) The training initiatives have positively impacted the overall growth of the organization.
|
|||||
|
e) There is a clear link between employee training and the organization’s success.
|
|||||
|
f) The organization invests adequately in Training that fosters career progression for employees.
|
PART B4: ORGANIZATIONAL CHARACTERISTICS
Based on your observations, does the Hotel support the training function? If so, how?……………………………………………………………………………………………………..
Do you believe the Hotel’s top management understands the importance of employee training, and if so, how?……………………………………………………………………………………………..
Do you believe the resources allocated to the training function are sufficient?… Please check Yes ( ) or No ( )
What policies has the Hotel put in place to guarantee that staff receive high-quality Training?……………………………………………………………………………………………….
APPENDIX B: KEY INFORMANT INTERVIEW QUESTIONS
This document, which includes key informant interviews, is intended to gather information from Sarova Hotels and Resort’s Head office. The data will be kept strictly confidential and used only for academic purposes. Given your extensive experience and familiarity with the Hotel, I will interview you as part of my investigation. Your responses will be of great use to our study. There should be 30 minutes in this interview. Before we start, do you have any questions or concerns?
PART I: GENERAL INFORMATION
Tell me about yourself, please……………………………….. …………………
What is your department’s name?………………………………………………………………..
For what duration did you work at the Hotel? ……………………………………
Which role do you now hold?………………………………………………………………………..
What kind of work do you currently do?………………………………………………………….
Have you held positions in any other Hotel departments?…………………………………..
PART II: HOW EMPLOYEE TRAINING RELATES TO ORGANIZATIONAL PERFORMANCE
- What are the training methods in the Hotel
- How does your organization ensure that Training is aligned with its strategic objectives?
- What types of Training have you found to be most impactful on employee productivity and Performance?
PART III: ORGANIZATIONAL FACTORS
- Does the Hotel have procedures in place for assessing training needs? If any, which ones?
- Could you describe any specific policies or practices that have been implemented to support continuous learning and development?
- Does organizational culture affect the effectiveness of training programs?
- Does employee feedback shape the training programs offered by your organization? How?
- Does your organization ensure alignment between training programs and overall business strategy? How?
- What suggestions would you make to enhance the Hotel’s employee training initiatives?
Thank you