UNIVERSITY FOR DEVELOPMENT STUDIES

SCHOOL OF BUSINESS AND LAW

DEPARTMENT OF ADMINISTRATION AND MANAGEMENST STUDIES

EVALUATING THE IMPACT OF TRAINING AND DEVELOPMENT ON

EMPLOYEES’ PERFORMANCE AND PRODUCTIVITY IN THE

INFORMAL SECTOR IN THE WA MUNICIPALITY

BY

GROUP 22

A PROJECT WORK SUBMITTED TO THE SCHOOL OF BUSINESS AND

LAW, DEPARTMENT OF ADMINISTRATION AND MANAGEMENT

STUDIES, UNIVERSITY FOR DEVELOPMENT STUDIES, IN PARTIAL

FULFILMENT OFT HERE QUIREMENT FOR THE AWARD OF

BACHELOR OF ARTS DEGREE IN INTEGRATED BUSINESS STUDIES

MAY 2020

i
 DECLARATION

We hereby declare that this project work is our own original research and that no part

of I has been presented for another degree in this university or elsewhere except for

the references from other sources, which have been duly acknowledged.

STUDENTS’NAME IDNUMBER

STUDENTS’SIGNATURE

BANDA ABDULAI MUMUNI IBS/0221/17 ………………….

OKAIN PATU ISAAC IBS/0139/16 …………………..

ABDULAI IBRAHIM IBS/0218/17 …………………..

FATAWU MUBARAK ZIMYARIGU IBS/0216/17 …………………

MAHFUZ MOHAMMED ABULKHAIR IBS/0223/17 …………………

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 CHAPTER ONE

INTRODUCTION

In case of learning organizations, training has been linked to both corporate strategy

and organizational performance: training must be aligned to organizational strategy in

order to result in high performance (Delery & Doty 1996). The strategic formalization

of training facilitates organizations to analyze and carry out effective internal and

external scanning of their work environments (Lyles et.al., 1993).

An organisation’s effort to be competitive and reaching goal targets depend on having

trained and developed workers, and this study will be based on the topic of evaluating

the impact of training and development on employee performance and productivity.

The value of the organisation increases with better trained and developed employees,

and highly trained and developed employees are highly motivated and have a high

responsibility of increasing the organisation goals and objectives.

An organisation alone cannot function well without development, skilled and

knowledgeable employees. Well-trained and developed employees can bring change

in a business, as training increase the productivity of the business. It give supervisor

little time to control the employees, because trained worker will be most disciplined

and give supervisors no complaint, in this case less time is wasted as the supervisor

does not have to pay more attention on employees work. It also helps in absenteeism

and turnover, employees who are well developed and skilled will always have good

attitudes toward the organisation.

Training and development also make it easier for employees to be adaptable to the

situation, as employee’s knowledge and skills are easily adapted to new technologies

and organisation changes, these changes bring about new needs, new challenges to

1
which organisation are forced to find solution, and this will only happen if employees

has updated skills and knowledge.

An organisation with no training leads to low morale among workers, which results to

high employee turnover, absenteeism and low productivity. In order for any

organisation to survive in a developing market it, need to have well-motivated

employees, thereby increasing the confidence and self-esteem of employees. It must

also develop managers that are able to keep abreast of new challenges, in a way

obstacles are prevented as managers are well develop, oriented to changes and hence

goals are achieved.

Therefore, the researcher’s intends to find ways to implement training and

development in order to enhance productivity in the organisation.

In addition, training is also costly in times of financial constraint; present an easy

target for savings in ways that do not immediately affect production. Therefore

managers have to make sure that training that is being offered best fit with the

company and this has to be done through the application of training model, which

include steps such as analysis, presentation, programs design and evaluation.

Therefore, this project was aim to provide the people of Wa Municipality with

information, and observation to contribute to the improvement of training and

development. This goal was accomplished through identifying the techniques used

when training employees, assessing the experience of employees and identifying the

successful of the organisation through analysing its productivity and its competitive

advantages.

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1.0 Background of the Study

Wa Municipality is situated in Upper West Region of Ghana. The municipality is the

largest producer of handcrafts “woodcarving, smock and smock fabrics, basketry,

leather works and pottery. The municipality is the foremost supplier of woodcarving,

smock and smock fabrics, basketry, leather works and pottery products in the country.

Driven by passion, the municipality is also equipped to produce woodcarving, smock

and smock fabrics, basketry, leather works and pottery from regular slotted for the

local and export market. These strong market positions allow the municipality to meet

the increasing requirement of customers, achieve economies of scale and achieve cost

effectiveness at their various operations. The mission is to satisfy the needs of the

stakeholders and achieve the vision 2030 as stipulated in National Development

Programme (NDP). In 2017 to 2019, the municipality experience many challenges.

One was low productivity in the municipality, due lack of communication within

company communication structure. Thereafter, the company started to introduce

training and development to its employees in different department. Currently, the

company is uniquely positioned to offer excellent products to customers in Ghana and

abroad. It has three divisions in the paper business that includes manufacturing, well

skilled, and developed employees.

The municipality strives to, utilize the resources optimally and continually, improve

the company operations, be an employer of choice and be environmentally

responsible. In light of the above, the objective of the study is to peruse the impact of

training and development on employee performance and productivity in the

municipality. This could assist in providing solution to accelerate sales growth;

productivity and efficiency yet reduce the increasing unemployment and retrenchment

and restore the employees’ confidence in the company.

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1.1 Statement of the Problem

Even though the municipality, described as premier in the manufacturing sector in

Ghana and the world by its management and clienteles, it does not currently have

training and development policy as well as succession plan in updated. Training and

development happens more in an unplanned and random manner. It looks like

majority of employees are not trained or oriented upon employment.

As, a result administrative employees skills and capacities has not been improved

over the years to enable them to become effective and efficient. Employees who start

new jobs without training or orientation find it difficult to understand its policies.

Lack of training in the municipality has brought low productivity and low

performance. Therefore, the study sought to find out the effect training has on

employees’ performance.

1.3 Objective of the Study

Training and development has been an important variable in increasing organisation

goals and objective. The study will give a better understanding on the impact of

training and development on employee’s performance. The study is based on the

following objectives.

1. To identify ways of enhancing training and development in the municipality.

2. To identify what type of training best-fit employees in the municipality.

3. To identify the benefits and drawbacks of training and development if any.

4. To find out how training and development of employees contribute to the

achievement of the goals and objectives in the municipality.

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1.4 Research Question

The study will attempt to provide solution to the following questions.

1. Does training and development have an effect on the performance of employees

for the attainment of organisational goals in the municipality?

2. How can training be implemented to increase the employees’ performance?

3. What type of training does the municipality offers to its employees?

4. What are the problems that work against training and development in the

company?

1.5 Importance of the Study

The importance of this study is to enlighten the municipality management, executives,

and employees on the productivity of labour. To understand and find ways of

increasing productivity by successful training and developing employees. It will also

provide vital information to the human resource managers in different organisations in

formulation of policies relating to training and development. The findings of this

study do not only assist handcraft producers the municipality but other private

companies and new upcoming SMEs may also find it useful to boost up the

company’s performance and meet the company‘s goals and objectives. By introducing

new training programs in their business and by providing strategies to guide their

employers on how to improve the performance of employees to the level that they will

increase productivity. The study will also contribute to the Ghanaian economy, as

existing business will expand leading to more job opportunities in the country.

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1.6 Scope of the Study

The study is focused on assessing the impact of training and development in the

informal sector in the Wa Municipalty. It concentrates on how crucial training and

development is in the informal sector. The study also look at the problems and

limitations associated with the sector.

The research further looked at how workers in the informal sector contributes to the

effective and efficient performance and productivity of the Wa municipality

1.7 Limitation of the Study

The researchers are beginners and the lack of experience will contribute to the

limitation of the study. Perhaps it is time consuming, as the researchers have to

balance the time to conduct the study and attend lectures. The study is based mainly

on the case study of handcraft producers in the municipality, therefore imposes

limitations on the generalizing of some of the findings to other companies. The

researchers has not scrutinized much information as some of the municipality were

reluctant to give pertinent information and some of the company top official were not

present during the time the study was conducted.

1.8 Delimitation of the Study

This study will concentrate only on the training departments in the municipality. The

reasons for not choosing other companies are because the researchers want to surely

understand issues in the municipality. The researchers will provide questionnaire and

ask for interview with staffs members from the organisations.

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1.9 Organization of the Study

This study will be organized in five main chapters. The chapter one will cover the

background to the study, statement of the problem, objectives of the study, research

questions, importance of the study, limitations of the study, delimitations of the study,

and the organization. Chapter two will review related literature to the study. The

chapter three will present research methodology of the study. The chapter four will

present the research results and discussion. The chapter five will provide the

summary, conclusions and recommendations of the study.

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 CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

So as to endure and contend in the regularly developing serious and evolving

condition, it is basic for any organisation to perform better by fulfilling the

requirements of the customers (Mullins, 2007). Globalization has expanded the

interest for organisations to give excellent products and services as business

performance depends largely upon it. Only satisfied, trained employees can produce

quality products or provide quality services. Increased competition and changing

nature of technical jobs and services made employee training very crucial for the

survival of any business. The requirements of skills development of employees of

workers contrast from business to business and industry to industry (Bratton and

Gold, 2007). This issue is one of the most significant points in business the executives

examine. This idea is currently settled and is progressively influencing the field of the

board. It has demonstrated especially significant for those organisations who seek

better performance.

This section also gives a review of the current information in the area of employees

training and employees development, which form the basis of this study.

2.1 Conceptual Framework

2.1.1 Overview of Training

Training is of growing importance to companies seeking to gain an advantage among

competitors. There is significant debate among professionals and scholars as to the

effect training has on both employee and organisational goals. One school of thought

argues that training leads to an increase in turnover while the other states that training

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is a tool to that can lead to higher levels of employee retention (Tharenou, P., 2001).

Regardless of where one falls within this debate, most professionals agree that

employee training is a complex human resource practice that can significantly

influence a company’s success. Closing the gap in skills acquisition is now a serious

area of human resource development for company to constantly penetrate the market.

One major area of the Human Resource Management function of particular relevance

to the effective use of human resources is training and development. Only few people

these days would argue against the importance of training as a major influence on the

success of an organisation. For instance according to (Laing, 2009) stated that, the one

contribution a manager is uniquely expected to make is to give others vision and

ability to perform. Employees are a crucial, but expensive resource. Training has a

considerable effect on the company finances. Companies that invest in its human

resources set aside fund as a potential investment. There are several cost company

incur as a reason for training. One type of training related cost is direct cost. This

involves instructors, supervisor and material for guidance. The second is indirect cost

that encompasses of worker output and productivity during and upon the training.

Once a training program is completed, worker productivity is expected to increase.

The benefits will be to the company, due to an increase in worker output and

productivity, and to the worker, as the increase in yield should transform into higher

wages and opportunities for career progress.

In Bramley’s (2003) words, training involves learning and educating employee to do

something to result in things being done differently. He explains that training is a

process that is planned to facilitate learning so that people can become more effective

in carrying out aspects of their work. According to the CIPD, Training is expected to

9
equip employees to help them become ‘strategically unique, in addition to the

provision of skills, knowledge and attitudes needed to achieve operational efficiency.

Training is a planned process to modify attitude, knowledge or skill behaviour

through learning experience to achieve effective performance’ (Bread C. and Wilson

J. P., 2013).

‘Employee Development is a process for preparing employees for future job

responsibilities. This may include formal and informal training, education, mentoring,

coaching etc’ (Armstrong M 2016).

Although the terms training and development are often linked, these address slightly

different needs. Training focuses on learning the necessary skills and acquiring the

knowledge required to perform the job. It deals with the design and delivery of

learning to improve organization performance. On the other hand, development

focuses on the preparation needed for future jobs; it should be considered investment

in the work force since its benefits are long term (Armstrong, 2006).

Effective training is paramount for survival and growth of a business. Training is not

just about developing people but helping them to become more confident and capable

in their jobs as well as in their lives (Wilson, 2006). The significance and value of

training has long been recognized. The need for training is more prominent given

today’s business climate and the growth in technology which affects the economy and

society at large. Employee is trained to assure that current or future needs of the

organisation are met.

2.2 Human Resource Management

Human Resource concerns itself with recruitment, selection, Placement, training,

compensation and industrial relations among others, (Armstrong M., 1996). Human

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Resource Management has emerged as a major function in most organisations and is

the focus for a wide-ranging debate concerning the nature of the contemporary

employment relationships. Managing human resources is one of the key elements in

the coordination and management of work organisations.

2.2.1 Importance of Training

According to Essays, UK. (2018), the importance of training and development to an

organisation as follows:

1. Increased job satisfaction and morale among employees

2. Increased employee motivation

3. Increased efficiencies in processes, resulting in financial gain

4. Increased capacity to adopt new technologies and methods

5. Increased innovation in strategies and products

6. Reduced employee turnover

7. Enhanced company image

8. Risk management

While there are several methods that can influence companies to choose which types,

different companies use different methods of training. It is advisable for companies to

choose which method suits them. According to (Armstrong M., 2009) state that

training programs or events can be concerned with an of the following: manual skills,

including modern apprenticeships, IT skills, team leader or supervisory training,

management training, interpersonal skills, e.g. leadership, team building, group

dynamic, personal skills, e.g. assertiveness, coaching, communicating, time

management, training in organisation procedures or practice, e.g. induction, health

and safety, performance management, equal opportunity or managing diversity policy

and practice.

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2.2.2 Methods of Training

On the Job Training

On the job training helps employees to get the knowledge of their job in a better way

Coaching – One to one training based of exiting experiences (Deming, 1982). People

learn from their practical experience much better as compare to bookish knowledge.

On the job training reduces cost and saves time (Flynn et. al., 1995; Kaynak H., 2003;

Heras, 2006).

Types of On the Job Trainings

Mentoring – Use to develop attitude, mostly used in manager level employees

Job Rotation – Employees get the training of different departments by rotating their

jobs

Job Instruction Technology – Step by step structured training method

Apprenticeship –use to train younger generation specially when they pass out from

universities and this take longer period.

Off the Job Training

Lectures and Conferences – This refers to verbal presentations where the lectures

have to be motivating in order to create interest among the trainees and retain their

attention.

Vestibule Training – This method creates a working condition similar to the actual

workplace conditions.

Simulation Exercises - Basic four exercises in any artificial environment exactly

similar to actual situation.

Sensitivity Training - Create an ability of an individual to sense what others feel and

think from their own point of view.

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Transactional Training - Analyze the motivation reaction relationship between two

persons to understand the behavior.

2.2.3 Methods of Evaluation

There are several methods for evaluating training. Beardwell and Holden (1993) cited

in (Boateng, 2011), have cited some of these methods as follows;

i. Questionnaires: this is a common way of eliciting trainee's responses to

courses and programs.

ii. Tests or examinations: these are common on formal courses, especially those

that result in certification for instance a diploma in word processing skills.

End-of-course tests can also be employed after non-certificate short courses to

check the progress of trainees.

iii. Projects are initially seen as learning methods, but they can also provide

valuable information to instruct about the participants’ understanding of

subject matter.

iv. Structured exercises and case studies also provide opportunities to apply

learned skills and techniques under the observation of tutors and evaluators.

v. Interviews of trainees after the course or instruction period are another

technique for gathering information directly from the learners. These can be

formal or informal, individual or group, face-to-face or by telephone.

a. Performance Evaluation

Furthermore, the success of performance evaluation depends on two decisions: the

person, or persons, designated to carry out the evaluation, and the method or

technique chosen to measure performance and the supervisor is the most popular

chosen person to measure the performance of employees. Employee performance can

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be measured based on whether the type of judgment called for being relative or

absolute (Nel P.S, 2001).

i. Relative judgments; require supervisors to compare an employee’s

performance to the performance of other employee doing the same job.

Relative judgments force supervisors to differentiate between their workers.

However, relative judgments do not make it clear how great or small the

differences between employees are. Relative system does not provide concrete

information, so manager can determine how good or bad the performance of

workers is.

ii. Absolute judgments; ask supervisors to make judgments about an employee’s

performance based solely on performance standards. Feedback to the

employees can be more specific and helpful because of the rating.

Who should evaluate performance?

According Cascio (1995), states the fundamental requirement for any ratter is that any

adequate opportunity is made available for performance to be observed over a

reasonable period. This offers the possibilities of several different choices of ratter.

The immediate supervisor

This is the most popular and easiest choice of a rotter. The supervisor is probably

most familiar with the subordinate’s toward achieving goals and adding value.

According to Gomez- Mejia et al. (2007) supervisors who manage performance

problems, they direct attention to the causes of problems, they develop an action plan

and empower workers to reach a solution and they direct communication at

performance and emphasis on-threatening communication.

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3. Empirical literature

Most organisations have long recognized the importance of training to its

development. As new technology progresses, making certain jobs and skills

redundant, an increasing emphasis is being placed on the need for a skilled and highly

trained workforce. Many of the jobs being replaced by machines have been of an

unskilled and semi-skilled nature, and this emphasizes the need for higher education

and skills for those wishing to gain employment in the future (Laing, 2009).

In general, a company will weigh the costs and returns to training to determine the

amount of investment it will incur (Scott, 2007). In responding to challenges of the

skill gap and skill deficiency, human resource practitioner develops programs that

address the skill gap in the company. Krueger, A. and Rouse, C (1998), examined the

effect that training and workplace education programs can have on various

organisations. The study included an analysis of numerous outcome variables that

may be achieved through training. Variables relating to performance, wages,

productivity, satisfaction, motivation and absenteeism were all examined. According

to the study by (Philip & Delma, 2012), investigated both the determinants and impact

of training. In their study they found age, education, contract, tenure, and firm size all

influence training.

(De G & S, 2012), identifies the effects of work-related training on worker

productivity by exploiting a field experiment that randomly assigns workers to

treatment and control groups combined with data on worker performance before and

after training. They find that participation in the training program leads to a 10%

increase in performance. Moreover, they provide experimental evidence for

externalities from training: An increase of 10 percentage points in the share of treated

15
peers improves a worker's performance by 0.51%. Furthermore, they find that the

performance increase is not due to lower quality provided by the worker.

Christina N. Lacerenza, Denise L. Reyes, Shannon L. Marlow, Dana L. Joseph

Eduardo Salas, (2017), their study the science of training showed that there is a right

way and a wrong way to design, deliver, and implement a training program. Their

research on training clearly shows two things:

a. Training works, and

b. The way training is designed, delivered, and implemented matters.

In particular, they argue that training is a systematic process, and explained what

matters before, during, and after training

Training is seen as a key instrument in the implementation of Human Resource

Management policies and practices, mostly those involving cultural change and the

necessity of introducing new working practices. First of all the organisation will need

a training policy that stipulates what training means to the organisation, who qualifies

for training, how training should be conducted and so on. The next step is to analyse

the training needs of the organisation in relation to the organisation’s strategy and

equate it with the needs of the individuals within it.

A variety of methods could be adopted to carry out a training needs analysis. Job

analysis, interview with managers and supervisors and performance appraisal are few

methods commonly used. Despite the available variety of methods, an organisation

has to be cautious when selecting training methods for its use. A careful use of

training methods can be a very cost-effective investment. Although one of the most

important stages in the training process, evaluation and monitoring is often the most

neglected or least adequately carried out part.

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This chapter reviews the relevant literature, involving conceptual framework,

overview of training, human resource management, importance of training, methods

of training. Methods of evaluation and performance evaluation and empirical

literature. The next chapter will deal methodology of the study.

17
 CHAPTER THREE

RESEARCH METHODOLOGY

3.0 Introduction

The preceding chapter dealt with the existing theories on training and development

and reviewed other scholars’ research paper. While this chapter assesses the

methodologies applied to collect data. It covers topics such as, research design,

population of the study, sampling size, data collection, data analysis, data instrument

and limitation of the methodology.

3.1 Research Design

The study is survey in nature in which data were collected across the company

population through sampling. Five sectors were used in the Wa Municipality. Fifty

employees were selected using randomly sampling technique, to which questionnaire

were overseen. The researchers to the participants, selecting every fourth employee in

the sampling unit, personally administered the questionnaire. The design was

considered appropriate because it allows the collection of data that enable the

researcher to address the above mentioned research objectives and questions.

3.2 Population of the Study

All employees of Wa Municipality both men and women encompassing handcraft

producer constitutes of the target population. The whole focus was however on the

administer active workers and the training department.

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3.3 Sample Size & Procedures

The sample was fifty (50), made up of five secretary, three accountants, four senior

apprentice, thirty junior apprentice, three supervisors and five Managers. In this study

a sampling method, which refer to a procedure whereby each member in the company

has an equal chance of being chosen in the sample. The sample size of 50 was

considered enough due to the financial constraints.

3.4 Sampling Procedures

A random sampling procedure was employed. In all, 50 questionnaires submitted to

selected employees only 45 employees filled and returned their questionnaire.

3.5 Source of Data Collection

The data collected for this study is essentially from primary sources. The

questionnaire was purposely to evaluate the impact of training and development on

employees’ performance and productivity of employees in Wa Municipality. It also

find out if there are employees who self-sponsored themselves to attain the required

new skills and how this enhance performance at the work place.

3.6 Research Instruments

A questionnaire was used as a main research instrument in this study. A questionnaire

was overseen to 50 employees and it was established and tested after the discussion

with the human resource managers.

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3.7 Data Analysis

In order to guarantee completeness and consistency of responses, data editing was

carried out each day by the researcher. Identified mistakes and rectified as soon as

possible. Once editing was done with, data were analysed quantitatively. The

technique for quantitative data analysis was the frequency distribution and

percentages, which were used to determine the proportion of respondents choosing the

various responses. After data collection, the questionnaire was hinted at the data

spreadsheet for quantitative analysis. The data were summarized using cross tables

and frequency tables. Results are being presented in tables, charts and bar graph.

20
 REFERENCES

Amos, T. R. (1999). Human Resource Mangement. Cape Town: Creda

Communication.

Armstrong, M. (1996). A Handbook on Personnel Management Practice, 5th ed.

London: Kogan Page.

Armstrong, M. (2006). A Handbook of Human Resource Management Practice. 10th

Edition, Kogan Page Publishing, London.

Armstrong, M. (2009). Armstrong's Handbook of Human Resource management

pratice 11th ed. London: Kogan Page.

Armstrong M (2016), Armstrong’s Handbook of Strategic Human Resource

Management, London: Kogan Page

Beardwell, N. and Holden, B. (1993). Managing for Success. 2nd Edition, Prentice
Hall Publisher, England

Bread C. and Wilson J. P., (2013). Experiential Learning: A Handbook for

Education, Training and Coaching, 3rd Edition, London: Kogan Page.

Boateng, C. O. (2011). Impact assessment of training on employee performance.

Retrieved 06 10, 2014, from dspace.knust.edu.gh:8080/.../Cynthia%20O.
%20Boateng%20Thesis.pdf

Bratton, J. & Gold, J. (2007). Human Resource Management: Theory and Practice,
4th Ed,
Palgrave, Basingstoke

Cascio, F.W. (1995). Managing Human Resources, Productivity, Quality of Work

Life, Profits. McGraw Hills, New York.

Christina N. Lacerenza, Denise L. Reyes, Shannon L. Marlow, Dana L. Joseph Eduardo

Salas, (2017), Leadership training design delivery and implementation: A meta-
analysis. Journal of Applied Psychology, 102(12),

De G, A., & S, J. (2012). The effects of training on own and co-worker productivity:
Evidence from a field experiment. The Economic Journal, 122(560).

Delery, J.E., and Doty, H.D. (1996) Modes of Theorizing in Strategic Human
Resource Management: Types of Universalistic, Contingency, and
Configurational Performance Predictions. Academy of Management
Journal, 39 (4)

Deming, W E (1982). Quality, Productivity and Competitive Position, MIT Center for
Advanced Engineering, Cambridge, MA.

21
Essays, UK. (2018). Value and importance of training and development of employees.
Retrieved from https://www.ukessays.com/essays/human-resources/value-and-
importance-of-training.php?vref=1

Flynn, B. B, Schroeder, R. G, Sakakibara, S. (1995). The impact of quality

management practices on performance and competitive advantage. Decision
Sciences, 26,

Gomez-Mejia, L. R., Balkin, D. B. & Cardy, R. L. (2007): Managing Human

Resources. Pearson Education, New Jersey.

Kaynak, H. (2003). “The relationship between total quality management practices and
their effects on firm performance”, Journal of operations management, 21(4)

Krueger, A., & Rouse, C. (1998). The effect of workplace education on earnings,

turnover, and job performance. Journal of Labor Economics, 16(1)

Laing, I. F. (2009). The impact of training and development on worker performance

and productivity in an organisation.

Laurie J. Mullins, (2007). Management and Organisational Behaviour, 8 edition, Ft

Prenticehall; London

Lyles, M., Baird, I., Orris, B., and Kuratko, D. (1993). Formalized Planning in Small
Business Increasing Strategic Choices. Journal of Small Business
Management, 31 (2)

Nel P.S, G. P. (2001). Human Resource management. Cape Town: Exford university
Press.

Philip, J. O., & Delma, B. (2012). The determinants and effects of training at work:
bringing the workplace back in. European Sociological Review, 28(3).

Rose, A. &. (1998). The effect of workplace education on earnings, turnover, and job
Performance. 16(1)

Scott, W.R., (2007). Institutions and Organizations: Ideas and Interests. Sage
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22
 APPENDIX A

INTRODUCTORY LETTER

University Of Development Studies

Wa Campus – Wa

Upper West Region - Ghana

17th February, 2020

Dear Sir / Madam,

APPROVAL RE – BANDA ABDULAI MUMUNI, OKAIN PATU ISAAC,

ABDULAI IBRAHIM, FATAWU MUBARAK ZIMYARIGU, MAHFUZ

MOHAMMED ABULKHAIR

We write to for the above named students whom wish to use your Institution to collect

data for their research work on Evaluating training and development on

employees’ performance and productivity.

The questionnaire is strictly to provide vital information regarding this research work.

I assure full confidentiality of all information given.

The research period is from April 1, 2020 to May 1, 2020.

Thank you for your kind co-operation.

Yours Sincerely,

……………………….

23
 SECTION A

EMPLOYEES’ QUESTIONNAIRES

Please circle the appropriate answers and give feedback where it is necessary.

1. What is gender?

Male [ ] Female [ ]

2. Age Group

25- 35 [ ] 35- 50 [ ] >50 [ ]

3. What job position in the company?

Secretary [ ] Accountants [ ]

Senior Apprentice [ ] Junior Apprentice [ ]

Supervisor [ ] Manager [ ]

4. How long have you been working with your sector?

<1 year [ ] 1-2 years [ ]

3-5 years [ ] 6-10 years [ ]

> 10 years [ ]

5. How often does management send you to training?

Monthly [ ] End of each year [ ]

Twice a month [ ] Others, (Specify) …………………

6. What is your education level/background?

Not attended school [ ] Primary / JHS [ ]

Senior high school [ ] Diploma [ ]

Degree [ ] Master degree [ ]

Others, (Specify) …....................................................................................

7. Are you happy with the training the company is offering?

Very happy [ ] Happy [ ] Neutral [ ]

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 If neutral, give your comment below

…………………………………………………………………………………

8. Do you have a strong relationship with your employer?

Yes [ ] No [ ]

If no, give your comment below

…………………………………………………………………………………

9. Have you ever received any form of training since joining sector?

Yes [ ] No [ ]

If yes, mention type of training / course attended

Internal training [ ] External training [ ]

10. How did the training impact on your work performance?

Excellent [ ] Very good [ ] Good [ ]

Better than before training [ ] No change at all [ ]

9. Do you agree that training and development in your sector contribute to

achieving effectiveness and efficiency goals?

Agree [ ] Disagree [ ] Not Sure [ ]

10. Are there organisational issues that constrain training and development in your

sector?

Yes [ ] No [ ] Not Sure [ ]

If yes, indicate organisational issues by circling,

Employees failure to understand training needs [ ]

Lack of top management motivation and support of training [ ]

Lack of development finance [ ]

Poor working conditions [ ]

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 SECTION B

EMPLOYER QUESTIONNAIRES

Name …………………………………………………………………………...

Rank ……………………………………………………………………………

1. What is gender?

Male [ ] Female [ ]

2. Age Group

15-20 [ ] 21 - 25 [ ] >26 [ ]

3. How long have you been working with your sector?

<1 year [ ] 1-2 years [ ]

3-5 years [ ] 6-10 years [ ]

> 10 years [ ]

4. What types of training does the company offer?

…………………………………………………………………………………

………………………………………………………………………………

5. How do you implement training and development in your company?

…………………………………………………………………………………

………………………………………………………………………………

6. What are the challenges faced by the company when they have untrained

employees?

…………………………………………………………………………………

…………………………………………………………………………………

…………………………………………………………………….

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