AN ASSESSMENT ON THE EFFECT OF MANPOWER TRAINING AND

DEVELOPMENT ON ORGANIZATIONAL GOAL ATTAINMENT: A CASE OF KISII

BOTTLERS LTD

NYANG’AU VENIC NYABOKE

A Research Project Submitted to the Board of Undergraduate Studies in Partial Fulfilment

of the Requirement of the Award of Diploma in Human Resource Management, School of

Business and Economics

KISII UNIVERSITY

NOVEMBER, 2017

DECLARATION AND RECOMMENDATION

DECLARATION

I declare that this Research Project is my original work and has not been presented for

examination in any other institution of higher learning or University for Diploma or Degree.

Signature: …………………………………. Date: ………………………….

Nyang’au Venic Nyaboke

CB04/10168/15

RECOMMENDATION

This Research Project has been submitted for examination with my approval as university

supervisor.

Signature: …………………………………. Date: ………………………….

Mr. Carey Francis Magara

Assistant Lecturer, School of Business and Economics

Kisii University

ii

DEDICATION

I would like to dedicate this Research Project to my dear parents for providing their financial and

moral support.

iii

ACKNOWLEDGEMENT

First I would like to thank the almighty God for giving me strength and good health throughout

research Project. I would like to express my gratitude to my supervisor: Mr. Carey Francis

Magara for his guidance and encouragement that enabled the success of this Research Project.

Last I would like to appreciate the efforts of my colleagues for the support they offered me

throughout this period.

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ABSTRACT

The attainment of organizational goals depend largely on the effort of its’ human resources. No

organization survive without the effort of manpower, that why management of any organization

must recognize human element as the most vital ingredient that sustain the growth and long

survival of the organization. The general objective of this study was to assess the effect of

manpower training and development on organizational goals. The specific objectives of the study

were to find the effect of on the job training on goal attainment of Kisii Bottlers Ltd, to establish

the extent to which off the job training affect goal attainment of Kisii Bottlers Ltd and to

determine how employees mentoring affect goal attainment of Kisii Bottlers Ltd. Descriptive

survey design was used in collecting data from the respondents. The target population of the

study was 124 employees from Kisii Bottlers ltd. Stratified random sampling procedure was used

to select a sample size of 37 employees which was 30% of target population. Questionnaire was

used as tool in collecting data. Reliability of the instrument was ensured by test retest method

while validity of the instrument was ensured by seeking expert opinion of University supervisor.

Collected data was analyzed by use of weighted average and percentages then presented inform

of frequency tables. The study found that, the most effective method of on the job training used

by Kisii Bottlers Ltd is coaching. On the job training in organization enhances employees

working skills. The most effective off the job training used by Kisii Bottlers Ltd is workshop. Off

the job training in the organization enhances employees working skills. Employees mentoring in

Kisii Bottlers Ltd is effective in achieving organizational goals. The study concluded that on the

job training, off the Job training and employees mentoring has effect on organizational goal

attainment. It was recommended that, human resource managers of organizations should give

Training Need Analysis primary importance so that the organizations can fully achieve desired

training goals and objective. organizations should hire counselors or psychologists to assist

workers who have other difficulties in life to remain focused in their jobs despite the challenges

they are facing out of the office.

TABLE OF CONTENT

v

DECLARATION AND RECOMMENDATION.........................................................................ii

DECLARATION...........................................................................................................................ii

DEDICATION..............................................................................................................................iii

ACKNOWLEDGEMENT...........................................................................................................iv

ABSTRACT....................................................................................................................................v

LIST OF FIGURES......................................................................................................................ix

LIST OF TABLES.........................................................................................................................x

ACRONYMS/ ABBREVIATIONS..............................................................................................xi

CHAPTER ONE

INTRODUCTION.........................................................................................................................1

1.1 Background of the Study.......................................................................................................1

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

1.3 Objectives of the Study..........................................................................................................4

1.4 Research Questions................................................................................................................5

1.5 Significance of the Study.......................................................................................................5

1.6 Scope of the Study.................................................................................................................5

1.7 Limitations of the Study........................................................................................................6

1.8 Assumptions of the Study......................................................................................................6

1.9. Operational Definition of Terms...........................................................................................7

CHAPTER TWO

LITERATURE REVIEW..............................................................................................................8

2.1. Concept of manpower training and development.................................................................8

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2.2. Theoretical Review...............................................................................................................9

2.2.1 Human capital theory......................................................................................................9

2.2.2 Super’s Theory of Career Development.........................................................................9

2.3 Empirical Literature Review................................................................................................10

2.3.1 Effect of on the job training on organizational goals........................................................10

2.3.2 Effect of off the job training on organizational goals.......................................................12

2.3.3 Effect of employees mentoring on organizational goals...................................................14

2.3.4 Organizational goals.........................................................................................................15

2.4 Conceptual Framework........................................................................................................16

CHAPTER THREE

RESEARCH METHODOLOGY...............................................................................................17

3.1. Research Design.................................................................................................................17

3.2. Study Area..........................................................................................................................17

3.3. Target Population................................................................................................................17

3.4. Sample size and Sampling Procedure.................................................................................17

3.5 Data Collection Instruments................................................................................................18

3.6. Instrumentation...................................................................................................................18

3.6.1. Reliability of the Instrument........................................................................................18

3.6.2. Validity of the Instrument............................................................................................18

3.7 Data Analysis and Presentation...........................................................................................19

CHAPTER FOUR

DATA ANALYSIS, INTERPRETATION AND DISCUSSION...............................................20

4.1 Response Rate......................................................................................................................20

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4.2 Demographic Characteristics of Respondents.....................................................................20

4.2.1 Respondents Age..........................................................................................................20

4.2.2 Educational Level.........................................................................................................21

4.2.3 Level of work experience.............................................................................................21

4.3 On the Job training...............................................................................................................22

4.4 Off the Job Training.............................................................................................................24

4.5 Employees Mentoring..........................................................................................................26

CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS..............................................28

5.1 Summary of Findings..........................................................................................................28

5.2 Conclusion...........................................................................................................................28

5.3 Recommendations................................................................................................................29

5.3.1 Recommendations for Policy and Practice...................................................................29

5.3.2 Suggestions for Further Studies....................................................................................29

REFFERENCE............................................................................................................................30

APPENDICES..............................................................................................................................33

APPENDIX I: LETTER OF INTRODUCTION......................................................................33

APPENDIX II: QUESTIONNAIRE..........................................................................................34

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LIST OF FIGURES

Figure 2.1: Conceptual Framework……………………………………………………………..16

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LIST OF TABLES

Table 4.1: Age Categorization of employees …….……………………………………………20

Table 4.2: Level of Education ………………………………………………………………....21

Table 4.3: Duration of Service at the company……………………………………………..….21

Table 4.4: Most effective method of on the job training……………………………………….22

Table 4.5: Effect of on the job training on organizational goals……………………………….23

Table 4.6: Most effective method of Off the job training……………………………………...24

Table 4.7: Effect of Off the job training on organizational goals……………………………...25

Table 4.8: Effect of employees mentoring on organizational goals…………………………...26

x

ACRONYMS/ ABBREVIATIONS

JIT: Job Instructional Technique

OJT: On the Job Training

xi

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

The attainment of organizational goals depend largely on the effort of its’ human resources. No

organization survive without the effort of manpower, that why management of any organization

must recognize human element as the most vital ingredient that sustain the growth and long

survival of the organization. For a sustainable development and continuous increase in

productivity, the management must actively be up and doing in manpower training and

development programme because training bridge the gap between the actual performance and

expected performance. Human resources are a crucial but expensive resource and therefore in

order to sustain economic and effective performance of this resource, it is important to optimize

their contribution to the achievement of the aims and objectives of the organization through

training and development. Training is therefore necessary to ensure an adequate supply of

employees that are technically and socially competent for both departmental and management

positions (Mullins, 2007). Performance in any organization is largely determined by the quality

of personnel and how the organization is able to develop them. Management can develop staff to

through, effective communication of ideas among staff, participatory management and staff

training, among others. It is assumed that the more staff is developed the more they perform and

thus lead to higher productivity (Hosoi, 2005).

Manpower training and development as a policy in an organization involved given the required

training and impacting the needed knowledge to improve the employee performance which is

gear towards the achievement of organizational goals. Other objective of training programme is

avoidance of personnel obsolesce, a constant damage in highly competitive and changing

business environment above all, training and development is the life wire of any organization

that wishes to grow because no one knows except is been taught so for that organization must

embrace training. According Cole (2002), in his book Personnel and Human Resource

Management training is a learning activity directed towards the acquisition of specific

knowledge and skills for the purpose of an occupation or task. The focus of training is the job or

task for example, the need to have efficiency and safety in the operation of particular machines

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or equipment, or the need for an effective sales force to mention but a few. To develop the

desired knowledge, skills and abilities of the employees, to perform well on the job, requires

effective training programs that may also effect employee motivation and commitment.

Employees can make or break their organizational reputation and profitability. And they are

responsible for the bulk of the activities which can affect client satisfaction, the quality of the

product and event.

Arnoff (2001) observes that training and development foster the initiative and creativity of

employees and help to prevent manpower obsolescence, which may be due to age, attitude or the

inability of a person to adapt him or herself to technological changes. According to Obisi (2001)

training is a process through which the skills, talent and knowledge of an employee is enhanced

and increased. He argues that training should take place only when the need and objectives for

such training have been identified and that training is the corner-stone of sound management, for

it makes employees more effective and productive. They argue that training is actively and

intimately congxnected with all the personnel and managerial activities. It would be difficult for

a new employee to grow on the job and become a manager without adequate training and

development. The quality and efficiency of employees and their development through training

are key factors in determining long-term profitability and continuity in performance of

organizations. According to Huselid (2005) retention of quality employees requires investment in

the development of their skills, knowledge and abilities. The purpose of doing that is to realize

individual and finally organizational productivity. Usually, training is given to new employees

only, which is a fundamental error since the ongoing training for existing employees helps them

adjust rapidly to changing job requirements.

Manpower training and development plays an important role in improving performance and

increasing productivity. This leads to organizations being at an advantage in facing competition

and staying at the top. Existing literature presents evidence of the effects of training and

development on employee performance. Black and Lynch (2006) indicates that training and

development by employer raises productivity and performance measure by almost 16%. This

shows that organizations training employees consistently get better outcomes that those which do

not offer training. When an organization invests money in training employees, they get a high

sense of worth and also feel more loyal to the company. This in turn gives employees more

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willingness to work harder and longer to ensure improved performance and that the organization

becomes a success.

Evans and Lindsay (2009), argued that organizations whose aim is to provide quality goods and

services always invest in training and development. They gave an example of a Motorola and

Texas Instruments that provide at least 40 hours of training to every employee quarterly. In

addition, Neo et al (2000) stated that only 16% of United States employees receive training and

development from their employers. However the increased competition in the market place has

made several organizations realize the need to embark on training and development to enhance

performance and ultimately profitability of the organization. Armstrong (2006) says that training

effectively and development minimizes learning costs, improves individual, team and

organization’s performance in terms of output, quality, speed and overall productivity, improves

operational flexibility as it adds to range of skills employees have, attracts high quality

employees by offering them learning and development opportunities, increasing employees

competence levels and enhancing their skills thus enables them have more job satisfaction to

gain higher rewards and progress within the organization. It also helps employees to manage

change by them understanding reasons behind a particular change and giving them knowledge

and skills needed to adapt to new situations. All these help in developing a positive culture

within the organization that is oriented towards improving performance and provision of high

level service to customers. Training and development has proven to give improved performance

and related benefits to employees and also to the organizations, by influencing positively

employee performance through development of employee skills, knowledge, ability,

competencies and behavior (Appiah 2010; Harrison 2000).

Malaolu (2013) confirms that in Nigeria, in order to enhance productivity and overall

performance, organizations have been embarking on training and capacity building for their

employees. This is due to the recognition of the important role of training and manpower

development in attainment of organizational goals. To enhance performance and become more

competitive, organizations need to train their employees to be skilled, creative, innovative, and

inventive. Employee training is therefore an important aspect of human resource practice that is

closely linked to performance. In Kenya, Wamalwa & Balogun (2002) recommended training of

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civil servants in modern management practices to enable them match their performance to the

organizational goals.

1.2 Statement of the Problem

Manpower training and development is vital in any organization. It enhances employee skill of

the job undertaken and also motivates employees as it gives assurance and confidence to

employees on the duties undertaken. The role of employee training and development as a way of

gaining competitive advantage has been given the needed attention. Despite the increasing

effects on training and development of employees on organizations goals achievement, there is

still limited literature on human resource training and development issues in developing

countries and increasing concerns from organizational customers towards low quality

products. Many studies have reviewed the concept of training and development. For instance,

Wanyama & Mutsotso (2010) conducted a study in Kenya on the relationship between capacity

building and employee productivity on performance of commercial banks and concluded that

indeed both the elements of capacity building and employee productivity have a positive

correlation to organizational performance. Also, Musili (2010) studied the perceived

effectiveness of training and development on employee performance among in-flight attendants

in Kenya airways and her findings revealed that training and development was perceived by the

in-flight attendants as key to their performance. Furthermore, Obisi (2011) investigated the effect

of employee training and development in Nigeria and found that training adds value to

performance of employees in form of efficiency in performing tasks assigned to them. Most of

these studies have focused on different organization with their performance. To fill this gap of

knowledge, the study seeks to assess the effect of manpower training and development on

organizational goal attainment in Kisii Bottlers Ltd.

1.3 Objectives of the Study

The general objective of the study was to assess the effect of training and development on

organizational goal attainment. The study was guided by the following specific objectives:

i. To find the effect of on the job training on goal attainment of Kisii Bottlers Ltd.

ii. To establish the extent to which off the job training affect goal attainment of Kisii

Bottlers Ltd.

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iii. To determine how employees mentoring affect goal attainment of Kisii Bottlers Ltd.

1.4 Research Questions

i. What is the effect of on the job training on goal attainment of Kisii Bottlers Ltd.?

ii. To which extent does off the job training affect goal attainment of Kisii Bottlers Ltd.?

iii. How does employees mentoring affect goal attainment of Kisii Bottlers Ltd.?

1.5 Significance of the Study

Human resources managers would use the study to facilitate effective training and development

methods to enhance quality production in their organization. The Kisii Bottlers Ltd Human

Resource officers will be able to conduct need analysis which will be fundamental in

determining the kind of training programs to be put in place. The findings of the study may have

significant benefits to employees in an organization. The study may sensitize them on the

importance of undertaking training and development for skills improvement, job retention and

remaining competitive. The study may assist organizations to focus on training and development

to achieve set goals and objectives through greater efficiency and productivity which guarantee

customer satisfaction. The findings of the study will provide a broad knowledge to human

resource managers of organizations on how they can effectively train and develop their

employees to achieve organizational goals. It will aid in further theory formation and add up to

the existing bank of knowledge on manpower training and development. It may also benefit

other scholars and students of human resource management who may use the findings for

academic purposes.

1.6 Scope of the Study

The study addressed the effect of training and development on organizational goals attainment

with reference to Kisii Bottlers Ltd. The study viewed training and development as one of human

resource practices that can be used to achieve organizational goals by assessing off the job

training, on the job training and employees mentoring. Kisii Bottlers Ltd was chosen as a study

reference due to its nature of production with large number of employees.

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1.7 Limitations of the Study

The study was limited to the training and development on organizational goals attainment in

Kisii Bottlers Ltd.; therefore its findings were not generalized to other manufacturing

organizations in Kenya. Some employees did not contribute to the study due to pressure from

work.

1.8 Assumptions of the Study

It was assumed that, employees were at work during the study period and gave their honest

opinion concerning the research questions. It was also assumed that respondents interpreted the

questions in the manner set out in the objectives. Most of the employees from Kisii Bottlers Ltd

had knowledge on training and development and how it affects organizational goals.

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1.9. Operational Definition of Terms

Mentoring: This is the technique of attaching the higher skilled or

experienced person with the goal of making lesser skilled

person grows and develops specific competencies. Mentoring

not only supports in polishing the abilities and competencies

of the individuals and groups but also provides positive

alteration of employees’ skills to their improved performance

and organizational outcomes.

Development: Development includes the use of job experiences, formal

education, relationships and assessment of abilities and

personality which assist employees to prepare for the future. It

involves learning abilities not necessarily related to employees

immediate job development.

Manpower training: Training is the process through which learning formally and

systematically modifies behavior through education,

instruction, development and planned experience.

Off the job training: This is training either short or long term that is conducted at a

site away from the work environment to enable employees

concentrate on learning new skills, knowledge and behavior..

On the job training: Training provided to inexperienced employees during the

initial stages of employment. This is usually delivered by a

professional trainer or an experienced employee, and typically

consists of "hands-on" training.

Organizations goal: Organizational goal are status of affairs or preferred results

that about achieving its mission. An organizational goal is the

overall objectives, purpose and mission of a business that have

been established by its management and communicated to its

employees.

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CHAPTER TWO

LITERATURE REVIEW

2.1. Concept of manpower training and development

Training and employee development are activities that are majorly a part of human resource

development. Training refers to the technique used to guide employees on the skills and

knowledge required to perform their duties. It could mean showing a mechanic how to operate a

new machine, a new salesman how to sell firm’s products, or a new supervisor how to interview

and evaluate employees‟ performance (Dessler, 2001). Training could also refer to the planned

attempt by the organization to facilitate its employees learning of job related knowledge,

behavior and skills (Dennis and Griffin, 2005). The goal of training is for employees to master

the knowledge, skill, and behaviors emphasized in training programs and to apply them to their

day to day activities. Training is viewed as a valuable means of coping with changes brought

about by technological advancement, market competition, organizational structuring and most

importantly it plays a vital role to improve employee performance.

Development is a continuous, formalized process by the organization focusing on enriching the

organization’s human resources for the benefit of both employee’s and organizations needs

(Byars and Rue, 2004). In addition, it involves continuous learning by employees, seeking

opportunities, taking risks and looking for ways to benefit the organization productively and in a

motivated way. Development is seen as any learning activity directed towards future needs rather

than present needs, and which is more concerned with career growth than immediate

performance. The focus on development tends to be primarily on the organizations future

manpower requirements and on growth needs of individuals in the workplace.

Training and development thus involves a deliberately planned process that is conducted in a

systematic manner aimed at improving employees‟ performance. It is a tool that is used to

enhance the individual’s performance as well as the success of the company. Bassi and Van

(2008) state that investment of an organization in human capital through training and education

of its employees is therefore an important element of competitive strategy. Many companies are

embracing continuous learning together with other aspects of training and development in order

to ensure they have a pool of highly skilled workforce and promote growth of employees.

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Though used together, the terms training and development are very different in terms of the

scope of application of the two practices in that while training is basically more present-day

oriented, development targets on future jobs in an organization.

2.2. Theoretical Review

2.2.1 Human capital theory

This study on training and development is guided by the human capital theory. Schultz, (2001)

defined human capital theory as the knowledge and skills obtained by people as capital in the

process of vocational and technical education. Human capital theory shows that individuals and

the whole society gain economic benefits from investments in people (Sweetland, 2006). The

emphasis of human capital theory is how education adds on efficiency and productivity of

workers by increasing level of cognitive stock of economically productive human capability

which is a product of innate abilities and investment in human beings (Olaniyan and

Okemakinde, 2008).

Investing in human capital just like investing on physical capital is vital in adding to productivity

of individuals in terms of labor. This develops the labor force both qualitatively and

quantitatively, mainly because a qualified labor force increases productivity and brings

investments to entrepreneurship. Becker, (2003) recognized that education and training are the

most important components of human capital investment and that the income of a better educated

and trained person is normally higher than the average wage rate. Dubra, (2010) further adds that

there are three types of training or education closely related to return rate and human capital

which are: education at school, training at work place and other knowledge.

2.2.2 Super’s Theory of Career Development

This theory was developed by Super (2000). He suggested that career choice and development is

essentially a process of developing and implementing a person’s self concept. According to

Super (2000), self-concept is a product of complex interactions among a number of factors,

including physical and mental growth, personal experiences, and environmental characteristics

and stimulation. Whereas Super presumed that there is an organic mechanism acting behind the

process of development and maturation, recent articulations (Savickas, 2002) of Super’s theory

9

have called for a stronger emphasis on the effects of social context and the reciprocal influence

between the person and the environment.

Super (2000) proposed a life stage developmental framework with the following stages: growth,

exploration, establishment, maintenance (or management), and disengagement. In each stage one

has to successfully manage the vocational developmental tasks that are socially expected of

persons in the given chronological age range. For example, in the stage of exploration (ages

around 15 to 24), an adolescent has to cope with the vocational developmental tasks of

crystallization (a cognitive process involving an understanding of one’s interests, skills, and

values, and to pursue career goals consistent with that understanding), specification (making

tentative and specific career choices), and implementation (taking steps to actualize career

choices through engaging in training and job positions).

The contextual emphasis of Super’s (2000) theory is most clearly depicted through his

postulation of life roles and life space. Life at any moment is an aggregate of roles that one is

assuming, such as child, student, leisurite, citizen, worker, parent, and homemaker. The salience

of different life roles changes as one progresses through life stages, yet at each single moment,

two or three roles might take a more central place, while other roles remain on the peripheral.

Life space is the constellation of different life roles that one is playing at a given time in different

contexts or cultural “theatres”, including home, community, school, and workplace. Role

conflicts, role interference, and role confusions would likely happen when individuals are

constrained in their ability to cope with the demands associated with their multiple roles.

2.3 Empirical Literature Review

2.3.1 Effect of on the job training on organizational goals

On-Job Training (OJT) takes place in a normal working situation, using the actual tools,

equipment, documents or materials that trainees was use when fully trained. On-job training has

a general reputation as most effective for vocational work. On-job training involves new or

inexperienced employees who learn through observing peers or managers performing the job and

trying to imitate their behavior. The training is ad hoc or regularly scheduled and is provided by

the superior officer or the subject-matter specialists to the subordinate staff. This training is

generally problem oriented and may include formal presentations, informal discussion, and

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opportunities to try out new skills and knowledge. During the learning period, the trainee is

entitled to full remuneration. Some of the commonly used methods are: coaching; job rotation

and apprenticeship.

On the job training is occasionally performed by an external provider as in the case of

specialized equipment. In another example, library employees can be trained on the operation of

machines to offer services to their clients. While the goal of on the job training is often to teach

basic workplace skills, it also instills aspects of the workplace culture and performance

expectations in the new employee. On the job training is also the approach organizations use to

provide new employee onboarding information. It is normally the most effective approach to

training employees (Cornelius, 2001)

With the on the job training, employees receive training whilst remaining in the workplace.

The main methods are: Demonstration / instruction - showing the trainee how to do the job.

Coaching; a more intensive method of training that involves a close working relationship

between an experienced employee and the trainee. Job rotation; where the trainee is given

several jobs in succession, to gain experience of a wide range of activities (e.g. a graduate

management trainee might spend periods in several different departments). Projects; employees

join a project team - which gives them exposure to other parts of the business and allow them to

take part in new activities. Most successful project teams are "multi-disciplinary". Under these

methods new or inexperienced employees learn through observing peers or managers performing

the job and trying to imitate their behaviour. These methods do not cost much and are less

disruptive as employees are always on the job, training is given on the same machines and

experience would be on already approved standards, and above all the trainee is learning while

earning (Reenen, 2006).

Some of the commonly used methods are: Coaching; Coaching is a one-to-one training. It helps

in quickly identifying the weak areas and tries to focus on them. It also offers the benefit of

transferring theory learning to practice. The biggest problem is that it perpetrates the existing

practices and styles. Coaching; the focus in this training is on the development of attitude. It is

used for managerial employees. It is is always done by a senior inside person. It is also one-to-

one interaction, like coaching. Job Rotation; It is the process of training employees by rotating

them through a series of related jobs. Rotation not only makes a person well acquainted with

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different jobs, but it also alleviates boredom and allows to develop rapport with a number of

people. Rotation must be logical. Job Instructional Technique (JIT); It is a Step by step

(structured) on the job training method in which a suitable trainer; prepares a trainee with an

overview of the job, its purpose, and the results desired, demonstrates the task or the skill to the

trainee, allows the trainee to show the demonstration on his or her own, and follows up to

provide feedback and help. The trainees are presented the learning material in written or by

learning machines through a series called ‘frames’. This method is a valuable tool for all

educators (teachers and trainers). It helps us: to deliver step-by-step instruction, to know when

the learner has learned and to be due diligent (Gordon, 2002).

Apprenticeship; Apprenticeship is a system of training a new generation of practitioners of a

skill. This method of training is in vogue in those trades, crafts and technical fields in which a

long period is required for gaining proficiency. The trainees serve as apprentices to experts for

long periods. They have to work in direct association with and also under the direct supervision

of their masters. The object of such training is to make the trainees all-round craftsmen. It is an

expensive method of training. Also, there is no guarantee that the trained worker will continue to

work in the same organisation after securing training. The apprentices are paid remuneration

according the apprenticeship agreements. Understudy; in this method, a superior gives training to

a subordinate as his understudy like an assistant to a manager or director. The subordinate learns

through experience and observation by participating in handling day to day problems. Basic

purpose is to prepare subordinate for assuming the full responsibilities and duties (Gritz , 2003).

2.3.2 Effect of off the job training on organizational goals

Off-the job training is conducted at a site away from the work environment. Hansson (2008) says

that study materials are supplied and there is full concentration on learning new skills,

knowledge and behavior without distractions of ringing phones, instant messages, email

notifications or other staff. Off- the job training can be short term or long term. Short term

trainings include workshops, conferences and seminars. Long term staff training includes

distance learning, case study, sabbaticals, master degree training and Ph.D programs (Webster,

2009).

Off-the job training enables employee to transfer knowledge gained during training to actual job,

develop problem solving and decision making skills. Off job training is usually conducted by

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academicians and professionals in a particular field to impart knowledge on the employees. It

can be used to train any number of employees and for jobs that involve risks. Hansson (2008)

asserts that off-the job training methods include lectures, conferences, workshops, seminars,

sensitivity workshops and simulations exercises. Off-job training methods are quite expensive as

they require a complete different set up away from the real workplace. However, the training

method adopted depends on factors such as the purpose of training, training budget, number of

trainees, level of trainees, nature of the job for which training has to be imparted and the time

available.

Off the job training opportunities to staff allows them to pay more attention to the training

activities. Holding workshops, seminars or events at a different location enables employees to

focus on learning new skills, knowledge and behavior without the distraction of ringing

telephones, instant messages or email notifications. Conducting an off-site event may conclude

with a ceremony or certification award conferred by an industry expert, making the training

session a memorable occasion that leads to improved employee morale, satisfaction and loyalty.

Measuring the effectiveness of external job training involves assessing participant satisfaction,

retention, internal job performance and business impact. External job training methods are

conducted in separate from the job environment, study material is supplied, there is full

concentration on learning rather than performing, and there is freedom of expression (Reenen,

2006)

Ankita (2012) however is of the view that off-job training programmes lead to long term success

in organizations. The organization by aligning its programme objectives to strategic goals

ensures employees make an impact on the organization. Operational metrics such as customer

satisfaction and other key performance indicators should show organizational improvement. Off-

the job training enables employees prove the return on investment showing how employees

changed behavior enable organization achieve its strategic goals Off-the job training has been

criticized in that it is formal, expensive and not directly in the context of the job. Trainees may

also not be much motivated while undergoing the off-the job training. Off –the job training

programs may not provide as much transfer to the actual job as on the job programs (Kirkpatrick

et al, 2009).

13

2.3.3 Effect of employees mentoring on organizational goals

Mentoring is the technique of attaching the higher skilled or experienced person with the goal of

making lesser skilled person grows and develops specific competencies (Sosik, 2000). Mentoring

not only supports in polishing the abilities and competencies of the individuals and groups but

also provides positive alteration of employees’ skills to their improved performance and

organizational outcomes (Ahmad, 2014). Mentoring nourishes and relaxes the employees’

behavior as it guides them to develop and adjust themselves in their working environment.

Consequently, it enables them to provide positive feedback. Planned mentoring programs ask for

reduction in cost as in these programs mentors and protégé perform in their workplace and,

mentor with high competencies and position in hierarchy behaves as a model of changing

attitudes and learning (Benabou, 2000; Indermun, 2014). Number of organizations considers

mentoring as a cost saving activity as its managing is less expensive. It provides high return in

the form of delivery and transferring of knowledge and educating each other about how to

achieve the organizational goals. Seniors and professionals in the form of mentors share their

information and experience with mentees which creates and develop in them a deeper sense of

loyalty to the organization and increases their commitment to their tasks (Nwakoby, 2013).

A mentor may play its role as a supervisor or a manager or otherwise. A mentor shares

experience and knowledge with the mentee. Effective mentoring relation may be predicted by

development–linked leadership traits of the mentor like, goal setting, planning, explaining the

importance of the tasks, building protégé self-efficacy and providing the attention to the

individuals. Creating and developing mentoring relationship with your employees is one of the

most important parts of coaching. It is due to mentor who allows sharing his experience with the

employees and prepares to achieve the same level of success as you require and expect from

them. Under his influence they try to shun or avoid the mistakes which can set back or ruin their

experience (Grande, 2015).

Mentoring explains the relationships between less experienced/junior employees with a senior

and highly experienced person who can be a supervisor, manager or a mentor. He is responsible

for grooming the younger employees in order to enhance their capabilities to accomplish their

tasks in an exclusive, identified and perfect manner. It also assists in developing three sorts of

behaviour which constructs relationships between mentor and mentees. Career growth, role

14

modelling and social assistance assist in creating, maintaining and developing those relationships

(Schabmann, 2014). They are normally more skilled persons who own the status in an

organization where they are role model for their subordinates. They can provide them guidance

and support in their tasks and achievement of goals. Generally they are able to provide them with

the ability to make innovative ideas which can not only add to their capabilities and personality

but can also prepares them to lead the others while in future they will be on such leading position

(Ramayah, 2013). Mentoring improves individual behavior, facilitates personal learning and

attitude which consequently results in enhancing organizational capabilities and sustainable

employees’ learning (Malderez & Doyle, 2015). It ensures itself as a tool for development of an

organization on the basis of evidence of work done on it in recent studies. These studies also

pronounce the reality that most of the organizations are planning, designing and implementing

the mentoring programs in order to increase the momentum of performance (Tonidandel, 2007).

2.3.4 Organizational goals

Organizational goal are status of affairs or preferred results that about achieving its mission. An

organizational goal is the overall objectives, purpose and mission of a business that have been

established by its management and communicated to its employees. According to Drucker

(2000), there are eight keys to measure organizational goals which includes: Market share,

innovation, productivity. This is probably the most often cited goal of all, to produce greater

outcomes with fewer inputs. This provides organizations with a competitive edge. Physical and

financial resources; renovating and maintaining equipment is important in the long run for an

organization. Increasing cash flow is often important for new ventures. Profitability; this is

usually expressed as a percentage and should always be stated. Management performance and

development; management training is important because management is key to organization

success; employees performance and attitude goals. Employees are the most important asset in

any organization, although many organizations don't act as if they believe this. Social

responsibility; more and more organizations see this as somewhat important to gain legitimacy

on the public's eye (Doreen, 2014).

15

2.4 Conceptual Framework

Independent Variables Dependent Variables

Intervening Variables

Figure 2.1: Conceptual Framework

Source: Researcher (2017)

The conceptual framework of this study was based on the notion that, organizational goals which

is the dependent variable depends on training and development methods ie off the job training,

on the job training and employees mentoring; the independent variables. The study however

conceptualizes resource availability and human resource policies as intervening variables in the

study. This is because the employees may wish to undergo training and development but the

organization may lack financial resources to facilitate the training. On the other hand, effective

training and development towards organizational goals can be achieved if they are supported by

human resource policies.

16

On the job training

Off the job training

Employees mentoring

Organizational goals

Customers satisfactionProfitability Effectiveness Competitive advantage

Resource availability

Human resource policies

CHAPTER THREE

RESEARCH METHODOLOGY

3.1. Research Design

Orodho (2005) defines research design as the scheme, outline or plan that is used to generate

answers to research problems. The researcher used a descriptive survey design. This is the

method of data collection through measurement of some items or through socialization from

other people or documents (Orodho, 2004). Descriptive survey design are used in preliminary

and exploratory studies as cited in (Orodho, 2004) to allow researchers gather information,

summarize, present and interpret for the purpose of clarification. Descriptive survey design was

appropriate for this study because it enabled the researcher gather information on a wide range of

participants.

3.2. Study Area

The research was carried out in Kisii Bottlers Ltd in Kisii County. The county is approximately

305 Kilometer from Nairobi the capital city of Kenya. The Company was chosen because it was

convenient for the researcher and the required information for this study was obtained due to its

nature in practicing varieties of human resource activities.

3.3. Target Population

The target population is defined as all the members of the real or hypothetical set of people,

events or objects to which the researcher studies (Kombo & Delno, 2006). Mugenda and

Mugenda (2003) affirm that target population is the population to which a researcher wants to

generalize the result of the study. The study targeted a population of 124 employees from Kisii

Bottlers Ltd. This comprised employees from all the departments

3.4. Sample size and Sampling Procedure

Sample size is the number of items involved in the study as the respondents in the study.

Sampling procedure on the other hand is the scientific process through which the sample

elements are selected (Mugenda & Mugenda, 2003). This research used stratified random

sampling procedure to select a sample to represent the entire population. According to Mugenda

and Mugenda (2003) recommendations, 30% of target population was used to calculate the

17

sample size and therefore 30% of the targeted employees were selected and that led to 37

employees working in Kisii Bottlers ltd.

3.5 Data Collection Instruments

Data was gathered by use of questionnaires. A questionnaire is a group of questions which are

deliberately designed and structured to gather information from respondents (Orodho, 2005).

Questionnaire is useful in that; it’s efficient use of time that is information can be collected from

a large number of people and the questions can be easily analyzed, anonymity is possible and

everyone gets the same questions that is, it is standardized (Orodho, 2009). Questionnaire was

chosen because the sampled population is literate and they are able to read interpret and write.

Closed ended questionnaire was preferred because it enabled the researcher to get feedback

according to the research objectives. The questionnaire was physically dropped to the selected

respondents and picked after two weeks to give them more time to go through the questions.

3.6. Instrumentation

3.6.1. Reliability of the Instrument

Reliability is a measure of the degree to which a research instrument yields consistent results or

data after repeated trials (Mugenda and Mugenda, 2003). An instrument is reliable when it can

measure a variable accurately and obtain the same results over a period of time. To ensure

reliability of the instruments, the researcher used test retest method in the study area using

respondent from the targeted population who was not part of the study sample.

3.6.2. Validity of the Instrument

Validity is the degree to which results obtained from the analysis of the data actually represent

the variables of the study (Mugenda & Mugenda, 2003). Validity refers to the accuracy and

meaningfulness of inferences, which are based on the research results. Validity is the degree to

which a test measures what it is supposed to measure, therefore it measures the accuracy and the

meaningfulness of results obtained from the analysis of data collected by the researcher (Orodho,

2009).Validity is a measure to the degree to which data obtained from research instruments

meaningfully and accurately, reflect or represent theoretical concept (Omollo, 2009). To ensure

validity of the questionnaire, the researcher sought the expert opinion of the University

supervisor before going to the field to collect data.

18

3.7 Data Analysis and Presentation

According to Mugenda and Mugenda (2003) data analysis is the process of bringing order,

structure and meaning of the data collected. After the collection of questionnaires, they were

checked to ascertain they are complete and accurate. The collected data was analyzed by

descriptive statistics like weighted average and percentages. It was then presented in form of

frequency tables, charts.

19

CHAPTER FOUR

DATA ANALYSIS, INTERPRETATION AND DISCUSSION

4.1 Response Rate

Questionnaires were administered to 37 respondents and collected after two weeks where

respondents had more time to go through and answer questions at their free time. Only 30

respondents filled and returned the questionnaire, yielding a response rate of 83.33% with none

response rate of 16.67%. From the findings above, the study was able to reach a positive

response rate which was good, representative and conforms to Mugenda and Mugenda (2003)

stipulation that a response rate of 50% is adequate for analysis and reporting; a rate of 60% is

good and a response rate of 70% and above is excellent. This study is therefore perceived to have

an excellent response rate. The response rate here therefore demonstrated the willingness of the

respondents to participate in the study.

4.2 Demographic Characteristics of Respondents

The study analyzed age, educational level and duration of working in the organization then

presented them as below in the following tables.

4.2.1 Respondents Age

Table 4.1: Age Categorization of employees

Age Frequency Percentages20-30 5 16.7

31-40 20 66.7

41-50 3 10.0

Above 50 2 6.6

Total 30 100

Source: Field data, (2017)

From the table 4.1 above, age categorization of employees from Kisii Bottlers Ltd was such that

16.7% of the employees were aged between 20–30 years, 66.7% of the employees were aged

between 31-40 years, 10% of the employees were aged between 41-50 years and 6.6% of the

staffs were aged above 50years. This implies that most of the employees in Kisii bottlers Ltd are

20

young with age between (31-40 years). The study therefore did not collect information from

older employees consequently reflecting the views from young employees only.

4.2.2 Educational Level

The selected employees were requested to indicate their educational level and the findings were

presented as below

Table 4.2: Level of Education

Educational Level Frequency PercentagesPostgraduate 3 10.3Degree 15 50.0Diploma 8 26.7Certificate 4 13.3Total 30 100 Source: Field data, (2017)

Investigations were made further to evaluate education levels of employees from Kisii Bottlers

ltd and findings revealed that 10% of the employees had postgraduate, 50% of the employees had

degree, 26.7% of the employees had diploma level and 13.3% of the employees had certificate.

This shows that most of employees from Kisii Bottlers Ltd have attained degree level hence they

have adequate knowledge on manpower training and development.

4.2.3 Level of work experience

Table 4.3: Duration of Service at the company

Duration Frequency PercentagesLess than one year 7 23.31-5 years 6 20.16-10 years 13 43.3Above 10 years 4 13.3Total 30 100Source: Field Data (2017)

From table 4.3, it shows that, 23.3% of employees have worked in Kisii Bottlers Ltd for less than

one year, 20.1% of employees have worked in the company between 1-5 years, 20.1% of

employees have worked in the company between 6-10 years and 20.1% of employees have

worked in the company for more than 10 years. This shows that most of the employees from

21

Kisii Bottlers Ltd have worked in the company for long period of time (between 6-10 years),

indicating that they have enough experience to effectively contributes to the study.

4.3 On the Job training

The aim of the researcher was to find effect of on the job training on goal attainment in Kisii

Bottlers Ltd. The findings are presented as shown in the tables below;

Table 4.4: Most effective method of on the job training

On the job

training

methods

Most

effective

5

Very

effective

4

Effective

3

Less

effective

2

Not

effective

1

∑fi ∑fiwi ∑fiwi

∑fi

Demonstration 17 8 0 5 0 30 127 4.2

Coaching 15 12 3 0 0 30 132 4.4Job rotation 10 12 8 0 0 30 122 4.1Apprenticeship 4 7 0 10 9 30 77 2.6

Understudy 0 6 4 4 16 30 60 2.0Source: Field data, (2017)

Table 4.4 above, shows the most effective method of on the job training used by Kisii Bottlers

Ltd. The findings shows that, coaching was rated high of 4.4, demonstration rated 4.2, job

rotation rated 4.1, apprenticeship rated 2.6 and understudy rated 2.0. This shows that, coaching is

the most effective method of on the job training used by Kisii Bottlers Ltd. Although other

methods are also used by the company, this is the most effective according to the findings.

According to Reenen (2006), coaching is a more intensive method of training that involves a

close working relationship between an experienced employee and the trainee.

Table 4.5: Effect of on the job training on organizational goals Strongly

agree

5

Agree

4

Neutral

3

Disagree

2

Strongly

disagree

1

∑fi ∑fiwi ∑fiwi

∑fi

On the job training

enhances employees

20 7 3 0 0 30 137 4.6

22

working skillsOn the job training

increases employees

productivity at work

17 8 5 0 0 30 132 4.4

On the job training has

positive impact on

customers satisfaction

0 0 10 5 15 30 55 1.8

On the job training

increases competitive

advantage

0 11 9 5 5 30 86 2.9

On the job training

enhances employees

effectiveness

1 0 12 10 7 30 68 2.3

Source: Field data, (2017)

From table 4.5 above, it shows how on the job training affect organizational goal attainment.

From the findings, on the job training enhancing employees working skills was rated high of 4.6,

on the job training increasing employees productivity at work rated 4.4, On the job training

increasing competitive advantage rated 2.9, on the job training enhancing employees

effectiveness rated 2.3 and on the job training has positive impact on customers satisfaction rated

1.8. This shows that, on the job training in Kisii Bottlers Ltd enhances employees working skills.

This indicates employees efforts towards achieving organizational goals. According to Cornelius

(2001), while the goal of on the job training is often to teach basic workplace skills, it also

instills aspects of the workplace culture and performance expectations in the new employee.

4.4 Off the Job Training

The aim of the researcher was to establish the extent to which off the job training affect goal

attainment of Kisii Bottlers Ltd. The findings are presented as shown in the tables below;

Table 4.6: Most effective method of Off the job training

23

Off the job

training

methods

Most

effective

5

Very

effective

4

Effective

3

Less

effective

2

Not

effective

1

∑fi ∑fiwi ∑fiwi

∑fi

Workshops 15 12 2 1 0 30 131 4.4

Seminars 10 8 5 5 2 30 109 3.6Conferences 10 12 5 0 3 30 116 3.9

Case studies 0 0 6 10 14 30 52 1.7

Simulation

exercise

1 6 3 4 16 30 62 2.1

Source: Field data, (2017)

Table 4.6 above, shows the most effective method of off the job training used by Kisii Bottlers

ltd. According to findings, workshops was rated high of 4.4, conferences rated 3.9, seminars

rated 3.6, simulation exercise rated 2.1 and case studies rated 1.7. This shows that, the most

effective off the job training used by Kisii Bottlers Ltd is workshop. Although other methods are

also used by the company, this is the most effective method according to the findings. Reenen

(2006), opined that, Holding workshops, seminars or events at a different location enables

employees to focus on learning new skills, knowledge and behavior without the distraction of

ringing telephones, instant messages or email notifications.

Table 4.7: Effect of Off the job training on organizational goals Strongly

agree

5

Agree

4

Neutral

3

Disagree

2

Strongly

disagree

1

∑fi ∑fiwi ∑fiwi

∑fi

Off the job training

enhances employees

15 12 2 1 0 30 131 4.4

24

working skillsWorkshop training

increases employees

productivity at work

10 12 5 0 3 30 116 3.9

Off the job training has

positive impact on

customers satisfaction

4 7 0 10 9 30 77 2.6

Off the job training

increases competitive

advantage

10 8 5 5 2 30 109 3.6

Off the job training

enhances employees

effectiveness

10 8 0 0 30 122 4.1

Source: Field data, (2017)

From table 4.7 above, it shows how off the job training affect organizational goal attainment.

From the findings, off the job training enhancing employees working skills was rated high of 4.4,

off the job training enhancing employees effectiveness rated 4.1, workshop training increasing

employees productivity at work rated 3.9, off the job training increases competitive advantage

rated 3.6 and off the job training has positive impact on customers satisfaction rated 2.6. This

shows that, off the job training at Kisii Bottlers Ltd enhances employees working skills. This

indicates management efforts matching employees skills with organizational goals. Ankita

(2012) is of the view that off-job training programmes lead to long term success in organizations.

The organization by aligning its programme objectives to strategic goals ensures employees

make an impact on the organization.

4.5 Employees Mentoring The aim of the researcher was to determine how employees mentoring affect goal attainment of

Kisii Bottlers Ltd. The findings are presented as shown in the table below;

Table 4.8: Effect of employees mentoring on organizational goals

Strongly

agree

5

Agree

4

Neutral

3

Disagree

2

Strongly

disagree

1

∑fi ∑fiwi ∑fiwi

∑fi

25

Employees mentoring

leads to employees

upward mobility

12 11 3 4 0 30 121 4.0

Employees mentoring

in my organization is

effective in achieving

organizational goals

15 13 2 0 0 30 133 4.4

Employees mentoring

results in enhanced

responsibilities to the

employee.

10 8 9 3 0 30 115 3.8

Employees mentoring

gives organization

competitive advantage

0 0 4 9 17 30 47 1.6

Employees mentoring

enhance employee’s

working skills

2 3 4 9 12 30 64 2.1

Source: Field data, (2017)

From table 4.8 above, it shows effect of employees mentoring on organizational goal attainment

from the findings employees mentoring is effective in achieving organizational goals was rated

high of 4.4, employees mentoring leading to employees upward mobility rated 4.0, employees

mentoring results in enhanced responsibilities to the employee rated 3.8, employees mentoring

enhance employee’s working skills rated 2.1, and Employees mentoring gives organization

competitive advantage rated 2.7. This shows that, an employee mentoring in Kisii Bottlers Ltd is

effective in achieving organizational goals. According to Ahmad (2014), mentoring not only

supports in polishing the abilities and competencies of the individuals and groups but also

provides positive alteration of employees’ skills to their improved performance and

organizational outcomes. Malderez & Doyle (2015), however opined that mentoring improves

individual behavior, facilitates personal learning and attitude which consequently results in

enhancing organizational capabilities and sustainable employees’ learning.

26

CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.1 Summary of Findings

The aim of the study was to assess the effect of training and development on organizational goal

attainment with reference to Kisii Bottlers Ltd. The first objective of the study was to find effect

of on the job training on goal attainment in Kisii Bottlers Ltd where it was found that, the most

effective method of on the job training used by Kisii Bottlers Ltd is coaching. Although other

methods are also used by the company, this is the most effective according to the findings. On

the job training in Kisii Bottlers Ltd enhances employees working skills. This indicates

employees efforts towards achieving organizational goals. The second objective of the study was

to establish the extent to which off the job training affect goal attainment of Kisii Bottlers Ltd

where it was found that, the most effective off the job training used by Kisii Bottlers Ltd is

27

workshop. Although other methods are also used by the company, this is the most effective

method according to the findings. off the job training at Kisii Bottlers Ltd enhances employees

working skills. This indicates management efforts matching employees skills with organizational

goals. The third objective of the study was to determine how employees mentoring affect goal

attainment of Kisii Bottlers Ltd where it was found that, an employee mentoring in Kisii Bottlers

Ltd is effective in achieving organizational goals.

5.2 Conclusion

From the findings, it can be concluded that, the most effective method of on the job training used

by organizations is coaching despite other methods are also used by the organizations. On the job

training in Kisii Bottlers Ltd enhances employees working skills which indicate employees

efforts towards achieving organizational goals.

Secondly it was concluded that, the most effective off the job training used by organizations is

workshop despite other methods are also used by organizations. Off the job training in

organizations enhances employees working skills which indicate management efforts matching

employees skills with organizational goals. .

Lastly it was concluded that, employee mentoring in organizations is effective in achieving

organizational goals.

5.3 Recommendations

5.3.1 Recommendations for Policy and Practice

It is recommended that the human resource managers of organizations should give Training Need

Analysis primary importance so that the organizations can fully achieve desired training goals

and objective. Biasness should be minimized in the organizations while selecting the candidates

for training. Training programs in the organizations should be linked with employee’s

promotions so that these programs help increase employee motivation which ultimately results in

high performance of the organization. Employees in organizations should be clearly

communicated about the potential benefits of training and development programs so that they

can participate whole heartedly. Their trainer should be within the organization because trainees

feel more comfortable to communicate and discuss issues and problems. Evaluation of the

28

training and development program is of vital importance because it helps in ensuring the

effectiveness of the training program in organizations.

According to the findings on the job training in organizations is closely related to improved

performance of the trained employees but it is important to know that employee’s performance is

affected by many other factors such as mental or psychological condition, organizational culture

of the particular place of work, interaction among employees and so forth. It is recommended

that organizations should hire counselors or psychologists to assist workers who have other

difficulties in life to remain focused in their jobs despite the challenges they are facing out of the

office. Having psychologists at the place of work would also be a catalyst for improved

performance because workers who have social problems be it at the place of work or out of it

have a chance to talk about them and receive appropriate assistance.

5.3.2 Suggestions for Further Studies

The study mainly focused on the effect of training and development on organizational goal

attainment with reference to Kisii Bottlers Ltd. Similar studies could be carried in other

organizations in the country. Further research could also be conducted to establish how on the

job training, off the job training and employees mentoring affect organizational goal attainment.

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APPENDICES

APPENDIX I: LETTER OF INTRODUCTION

NYANG’AU VANIC NYABOKE

KISII UNIVERSITY

P.O. BOX 408 – 40200,

KISII.

TO

32

HUMAN RESOURCE MANAGER

KISII BOTTLERS LTD

P.O.BOX ………………………..

KISII

Dear Sir/Madam,

RE: REQUEST TO COLLECT DATA FROM YOUR EMPLOYEES

I am a student at Kisii University, pursuing a Diploma in Human Resource Management as a

partial fulfillment of the requirement for Award of a Diploma. I am to carry out a research

entitled; ‘An assessment on effect of manpower training and development on organization

goals attainment with reference to Kisii Bottlers Ltd. I am seeking your permission to collect

data in your organization in order to complete my studies. The information obtained will be

treated with utmost confidentially and the result of the research will be for academic purpose

only.

Yours faithfully,

Nyang’au Vanic Nyaboke

APPENDIX II: QUESTIONNAIRE

Dear respondent,

I am a student of Kisii University taking diploma course in human resource management. I am

undertaking a research on an assessment on effect of manpower training and development on

organization goals attainment with reference to Kisii Bottlers Ltd. The information gathered

during this research study is for learning purposes and it’s totally private, confidential and

anonymous.

PART I: BIO-DATA

33

1. Indicate your age bracket?

20- 30

31- 40

41- 50

Above 50

2. Indicate your highest education level?

Certificate

Diploma

Degree

Postgraduate

3. How long have you worked in the organization?

Less than one year

1-5 years

6-10 years

Over 10 years

PART II: SPECIFIC INFORMATION

Please tick (√) where necessary

Effect of on the job training on organizational goals

4. Indicate how effective are the following methods of on the job training as adopted by

your department?

Most

effective

5

Very

effective

4

Effective

3

Less

effective

2

Not

effective

1

34

Demonstration Coaching Job rotation Apprenticeship Understudy

5. To what extent do you agree with the following statement on the effect of on the job

training on organizational goals?

Strongly

agree

5

Agree

4

Moderate

3

Disagree

2

Strongly

disagree

1On the job training enhances

employees working skillsOn the job training increases

employees productivity at workOn the job training has positive impact

on customers satisfactionOn the job training increases

competitive advantageOn the job training enhances

employees effectiveness Effect of off the job training on organizational goals

6. Does your organization have off the job training programs?

a) Yes

b) No

7. Which of the following types of off the job method of training do you find most effective

in achieving organizational goals?

Most

effective

5

Very

effective

4

Effectiv

e

3

Less

effective

2

Not

effective

1

35

Workshops Seminars Conferences Case studies Simulation exercise

10. To what extent do you agree on the following statement on the effect of off the job training

on organizational goals attainment?

Strongly

agree

5

Agree

4

Moderate

3

Disagre

e

2

Strongly

disagree

1

Off the job training enhances employees

working skillsWorkshop training increases employees

productivity at workOff the job training has positive impact

on customers satisfactionOff the job training increases

competitive advantageOff the job training enhances employees

effectiveness Effect of employees mentoring on organizational goals

8. Have you been mentored since you joined the organization?

Yes

No

9. To what extent do you agree that employees mentoring affect organizational goals

achievement?

High extent

Moderately

Low extent

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10. To what extent do you agree with the following statement on the effect of mentoring on

organizational goals

Strongly

agree

5

Agree

4

Moderate

3

Disagree

2

Strongly

disagree

1Employees mentoring leads to

employees upward mobilityEmployees mentoring in my

organization is effective in achieving

organizational goalsEmployees mentoring results in

enhanced responsibilities to the

employee.Employees mentoring gives

organization competitive advantage Employees mentoring enhance

employee’s working skills

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