An impact of training on employee performance in government Education Sector

in Ethiopia - A case study of Arsi Negele district

SURAPANENI MOHANA Murali Krishna,

Professor, Department of Management, college of Business and Economics, Hawassa University
&
DR. ASFAW WASSIE
Assistant Professor School Of Management & Accounting, Hawassa University

Abstract
Training and development is very crucial to the employees, the organization and their effectiveness.
The organizations have long understood that their most valuable asset is their human capital and many
are convinced for large investments in employee training and development. It is an undisputed fact that
effective training is an investment in the human resources of an organization, with both immediate and
long –range returns. However mere investment is not enough; firms need to manage training programs
more effectively so that they can get the highest returns from their investment. Training holds the key
to unlock the potential growth and development opportunities to achieve a competitive edge. In this
context, organizations train and develop their employees to the fullest advantage in order to enhance
their effectiveness. Performance of an employee is a dependent factor on variables like knowledge,
skill and abilities. Training and development provides employees required knowledge, skills and
abilities to do a job. Training is a tool to fill the gap and the firms should use it wisely to improve
employee productivity.

Key Words: Human capital – Employee training and development. – Assigned task – potential growth
and development –– Commitment – Performance ––Job Enrichment – employee productivity.

INTRODUCTION:
Human resource is the most valuable assets of any organization nothing gets done without man-power.
Any organization that wants to succeed, and to continue to succeed, has to maintain workforce
consisting of people who are willing to learn and develop continuously. People the human resource are
considered by many to be the key and most important resources of an organization especially in
education sector. The effectiveness and success of an education sector therefore lies on the people who
form and work within the sector. So, human resource of an organization is the determinant for the
realization of its goals (Ladled chi et al, 2008) as cited in (Mengistu Beyazen, 2011).
Training and developing human capital is tremendously important in the effective management and
maintenance of a skilled workforce. Training is one of the ways of improving organization’s
effectiveness. In education sector importance of training and development is inevitable. Ethiopia made
significant progress in education sector. Teachers, School Leaders and Teacher Educators are key
actors in maintaining and improving the quality of education and training systems in education sector.
Access at all levels of the education system increased at a rapid rate in line with a sharp increase in the
number of teachers, schools and institutions. There were important improvements in the availability of
trained teachers, educational experts and some other inputs which are indispensable for a high quality
education system. District education offices and communities have strengthened their involvement in
education planning, management and delivery (Education Sector Development Program IV, 2010).
Education sector can be seen as catalyst for sustainable development. Ethiopia education sector’s
vision is “to see all school-age children get access to quality primary education by the year 2015 and
realize the creation of trained and skilled human power at all levels who will be driving forces in the
promotion of democracy and development in the country”. Government of Ethiopia are pursuing three
core missions; first, extend quality and relevant primary education to all school-age children and
expand standardized education and training programs at all levels to bring about rapid and sustainable

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development with increased involvement of different stakeholders (community, private investors,
NGOs, etc.), second ensure that educational establishments are production centers for well-rounded,
competent, disciplined and educated people through the inclusion of civic and ethical education with
trained, competent and committed teachers and third take affirmative action’s to insure equity of
female participation, pastoral and agro-pastoral and those with special needs in all education and
training programs and increase their role and participation in development(Education Section
Development Program III, August 2005).
A well-trained and qualified manpower equipped with modern managerial, technical, research and
leadership capabilities play an indispensable role for the speedy development of competitive industries
in the country. Because of this, due attention is given to the reform in the structure of education system
to make education and training responsive to the country’s development strategy (Education Section
Development Program III, August 2005). To realize the above objective and by understanding the
importance of training to boost employee performance MOE and NGOs’ is taking training and
development initiatives in the form of on-the-job and off-the-job training.

RESEARCH METHODOLOGY:
Objectives of the Study
General Objective
The main objective of this study was to investigate the impact of training on employee performance in
government education sector in case of Arsi Negele district.
Specific Objectives
The specific objectives of the study were:
 To assess out whether training schemes have positive effect on the performances of workers or
not.
 To describe how far the training is useful to improve employees’ performance and career
prospects of individual employee in the sector.
 To assess whether the sector effective from training program in terms of the objectives they
have set or not.
 To identify deficiencies and unnecessary aspects in training schemes for the purpose it is
intended.

Conceptual Framework
 Employees of any organization are like intellectual property, and on the basis of this property
they can gain the competitive advantage against the other organizations. So, more the
employees are trained and satisfied with the environmental conditions, the more they can
provide competitive advantage to the firm, (Huger, 2006). Hence, carrying through from past it
is not unforeseen that training is an impressive source of integrating employees’ abilities,
commitment and professional beauties with the desired targets of the organization.
 The theory that the researcher used is the social identity theory. As a sub-theory of social
cognition, social identity theory developed with the purpose of understanding how individuals
make sense of themselves and other people in the social environment. In addition to this, there
are other theories which can show the relationship between training and performance of
worker, such as the Identical Elements Theory. The theory of identical elements was proposed
by Wesley and Nemeroff, 1975. According to this theory, transfer is improved by increasing
the degree of correspondence among the training setting stimuli, responses, and conditions and
those related factors operative in the performance setting. They explained that if the task is
identical in both training and transfer, trainees are simply practicing the final task during
training and there should be high positive transfer (Wesley and Nemeroff, 1975). Training is
implemented then does it affect the employee performance. Hence, theoretical framework can
be seen from the following model.

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 Figure 1 Theoretical Framework on Impact of training on employees’ performance

Sources of Data
In this study primary and secondary data were:-
 Primary data sources were individuals, focus groups, panels of respondents
 Secondary data sources were education sector records or archives, government publications,
related literatures, research papers, web sites, the internet, and so on

Sampling and Sampling Technique

For the purpose of this study both probability and non-probability sampling were used. Simple random
sampling provides equal chance for each and every population and purposive sampling was used in the
assumption that some respondents have important information.

Sample Population and Sample Size Determination

The target population of this study was all of the Arsi Negele district education sector workers:
administrative workers, educational experts, school teachers, educational supervisors and school
directors. Therefore, the focus was Arsi Negele district education sector which has 1042 employees.

Table 1 Population Size of the Study

S/N Position Male Female Total
1 Teacher 619 272 891
2 Education Office Expert 17 4 21
3 Supervisor 16 2 18
4 Director 88 4 92
5 Vice Director 20 0 20
TOTAL 760 282 1042
Source: Authors compilation
The sample size of the respondents for questionnaire distribution was computed using the Yamane
(1967) formula as follows:
n = N
1 + N (e) ²
Where: N = Study population
e = Marginal error
n = Sample size
Now, computing the sample size at 95% confidence level (i.e. e = 0.05), we have:
n = 1042
1 + 1042 (0.05) ² = 1042
1 + 2.605

= 1042
3.605 ~ 289
Therefore, 289 questionnaires were administered.

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Method of Data Analysis and Interpretation
After collecting the data through different techniques, the study was organized and prepared the
various data depending on the sources of data. Moreover, in order to ensure logical competence and
consistency of responses, in-house data editing was carried out on data each day by the researcher.
Identified mistakes and data gaps were rectified accordingly. Once editing has done, data was analyzed
qualitatively and quantitatively. The quantitative data analyses were done by the use of Statistical
Package for the Social Sciences (SPSS) software version 17. The techniques for quantitative data
analysis were frequency distribution and percentages besides regression and correlation which were
used to determine the proportion of respondents choosing the various responses and to see the
relationship between training and performance. These were done for each group of items relating to the
research question and objectives. Tables and figures also employed to ensure easily understanding of
the analysis.
Figure 1 Impact of Training on ANDEO workers Performance
Key
Strongly agree Agree Neutral Disagree Strongly disagree
20.7%
49.6%
Impact of Training on Problem Solving Ability 18.8%
9.4%
1.5%
28.6%
45.5%
Impact of Training on Group work Performance 11.7%
8.6%
5.6%
21.2%
Impact of Training on Performing Precise and Accuracy 38.6%
18.6%
of Work 15.9%
5.7%
21.1%
Impact of Training on Accomplishing Work without 45.9%
13.9%
Wastage 13.2%
6.0%
16.5%
Impact of Training on Performing Work Quickly and 38.7%
19.5%
Efficiently 16.9%
8.3%
16.2%
36.5%
Impact of Training on Regular Activities 24.8%
15.4%
7.1%
13.2%
51.7%
Impact of Training on Overall Work Performance 15.5 %
16.6%
3.0%

Source: Authors compilation

As figure 1 sums up majority of respondents’ opinion regarding impact of training on employee

performance in all questions. Regarding impact of training on overall work performance majority
which is 51.7% of respondents out of 266 respondents agreed on training helps to improve overall
work performance and only 3% of respondents strongly disagree on the opinion. Figure 5 also
indicates 36.5%, 38.7%, 45.9%, 38.6, 45.5% and 49.6% of respondents out of 266 respondents agreed
on training helps to improve regular activity way of doing, to improve speed and efficiency of
performance, to accomplish work without wastage, to enhance accuracy of work performance, to
improve group work performance and to improve problem solving ability of employees respectively.
We can conclude based on the result that training program which is organized and facilitated by
ANDEO is effective on improving its employees work performance. As a result, Arsi Negele
Education Office is benefiting from training expenditure.
Correlation Analysis
The Pearson’s Product Moment Correlation Coefficient (r) is a measure of the degree of association
between variables. It takes a value between –1 and 1. A value of r near to 1 indicates strong positive
association, r near to indicate -1 a negative relationship exists and when the correlation is 0, there is no
relationship between the two sets of data (John Adams, 2007). Coetzee (2003) noted that when
considering the correlation between the independent variable (training) and the dependent variable
(employee performance), the larger the magnitude of the correlation, the stronger the linear

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association. The standard correlation coefficient is (Pearson's r) which applies primarily to variables
distributed more or less along interval or ratio scales of measurement.
Table 2
Training Performance
Training 1 .710**
Pearson Correlation .000
Sig. (2-tailed) N 263 258

Performance .710** 1
Pearson Correlation .000
Sig. (2-tailed) N 258 261
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Authors compilation

As indicated in table 2 the inter-correlations among the variables which is training (independent) and
employee performance (dependent) in case of Arsi Negele district education sector office workers.
Relationship between the dependent and independent variable are positively and significantly
correlated. From the analysis, it is noted that training is positively and strongly correlated (r = 0.710, p
< 0.01) with employees performance. Hence, we can note that the relationship between training
(independent) and employee performance (dependent) is strong positive relationship and significant at
p value less than 0.01
Regression Analysis
Regression is concerned about finding a relationship between variables and forming a model. Hence,
this is a major tool of statistical modeling (John Adams, 2007). This form of statistical test is only
possible with interval or ratio data (www.SPSS for Psychologists). The beta value is a measure of how
strongly predictor variable influences the criterion variable. As indicated table below shows the
regression analysis of the impact of training on worker performance in case of Arsi Negele education
sector office.
So that the beta value of this study as indicated in table 2 below is 0.710 which indicates that a change
of one standard deviation in the predictor variable i.e. training resulted in a change of 71.0 standard
deviations in the criterion variable i.e. employee performance. Thus, there is a higher impact of
training on employee performance. Since the higher the beta value the greater the impact of the
predictor variable on the criterion variable. Moreover, when you have only one predictor variable in
your model, then beta is equivalent to the correlation coefficient between the predictor and the
criterion variable (www.SPSS for Psychologists).
Regression Analysis Beta Coefficients Value Impact of Training on Employee Performance
Table 3

Source: Authors compilation

Regarding R and R2 table 3 clearly show the value of R and R2. In this analysis the value of R is 0.710
which is a measure of the correlation between the observed value and the predicted value of the
dependent variable (employee performance). Whereas R Square (R2) is the square of this measure of

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correlation and indicates the proportion of the variance of employee performance with the existence of
training. Hence, R Square = 0.504 implies that only 50.4% of performance is explained by training. In
essence, this is a measure of how good a prediction of the dependent variable we can make by
knowing independent variables.
Table 4 Regression Analysis Model Summary of R and R2 Value of Impact of Training on
Employee Performance in Case of ANDEO
Durbin-
Model R R Square Watson
a
1 .710 .504 2.134
Source: Authors compilation
Predictors: (Constant), Training
Dependent Variable: Performance
Reliability Statistics Cronbach’s Alpha value of Research Result on Impact of Training on
Employees Performance in case of ANDEO
Cronbach's Alpha N of Items
.946 33
Source: Authors compilation
As indicated in table 4 the Cronbach’s Alpha value of research result on impact of training on
employees performance in case of ANDEO is 0.946 which is greater than 0.70 so that we can conclude
that the research result is reliable.

Conclusion
Employee training and development has been identified by various scholars to be very crucial to an
organization and its effectiveness. In the light of the above, organizations are therefore encouraged to
train and develop their employee to the fullest advantage in order to enhance their effectiveness.
Employees are an organization’s greatest assets: individuals and organizations have learned about the
importance of the role of people in an organization, and how the success of an organization depends on
its people (Bartlett and Goshen, 1995). The role of human resources is absolutely critical in raising
performance in an organization (Armstrong and Baron, 1998). Ultimately it is the performance of
many individuals which culminates in the performance of an organization, or the achievement of goals
in an organizational context (Armstrong and Baron, 1998).
The following conclusions were obtained from the research findings:
 ANDEO has education and training policy and separate unit which is responsible for workforce
training and development.
 Arsi Negele education sector office is achieving its purpose through its training program. The
main purposes of training in ANDEO are to develop the physical and mental potential and the
problem-solving capacity of individuals and to bring up citizens who can take care of and
utilize resources wisely, who are trained in various skills, by raising the private and social
benefits of education.
 The training program of ANDEO is positively and strongly correlated (r = 0.710, p < 0.01) with
employees performance. The regression analysis beta value of the impact of training on worker
performance in case of Arsi Negele education sector office is 0.710 which indicates that a change
of one standard deviation in the predictor variable i.e. training resulted in a change of 71.0 standard
deviations in the criterion variable i.e. employee performance. Thus, there is a higher impact of
training on employee performance. The value of R is 0.710 which is a measure of the correlation
between the observed value and the predicted value of the dependent variable (employee
performance) and R Square = 0.504 implies that only 50.4% of performance is explained by
training. As result of improved performance of employees, schools and the sector office students
result is improving and stakeholders’ participation became remarkable.

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 ANDEO is using several training methods both on-the-job training like induction, CPD, experience
sharing, supportive supervision, mentoring and the like and off-the-job training like
summer/regular scholarships, seminar, workshops, meeting and the like.
 Training is one of the several human resource practices that can have a considerable impact on
employee commitment (Muhammad us man Muzaffar, et. l March 2012). It is believed that
specific training for employees are related to high level of commitment of staff and will have
positive relationship with retention of employees. The training program of ANDEO is contributing
to improve commitment and belongingness to the sector.
 Training programs of ANDEO is not planned and systematic as intended and stipulated in
education and training policy due to resource shortage and less commitment of the sector workers.
In order to utilize sudden and unplanned training that brought from external bodies such as NGO’s
and other sector offices there is always a program mismatch to deliver the training on time.
 Even if the purpose of the training is to fill knowledge, skill and attitude gap Arsi Negele education
sector office is not working in employees’ who score low performance evaluation result and who
need intervention to improve their performance. The main criterion for selecting trainees in
ANDEO is year of service and high performance evaluation result. The reason behind these
selection criterions is to encourage and maintain employees’ who has longer tenure and the one
who has high performance evaluation result.
 The training program of ANDEO is not good enough to satisfy its employees
 What are the deficiencies and unnecessary aspects in training programs for the purpose it is
intended?

5.3 Recommendations
It is an undeniable fact that in recent times many organizations have come to the realization of the
importance of the role of training programs as it increases the organization staff efficiency, skills and
productivity. Due to this fact, organizations must be cleared about the learning requirement of
employees. Therefore, both managers and employees must collaborate effectively and communicate
the requisite for performance.
Based on the findings and conclusion of this study, the following issues are forwarded as
recommendations that assist to improve the effectiveness of training program in ANDEO:
 Plessey (1971) defines training as the systematic process of altering the behavior and or
attitudes of employees in a direction to increase the achievement of organizational goals. This
means for any organization to succeed in achieving the objectives of its training program, the
design and implementation must be planned and systematic, tailored towards enhancing
performance and productivity. So that ANDEO should work hard to secure resources for the
training programs and it should motivate and encourage the workforce so as to accomplish the
training program in planned and systematic was as stipulated in the education and training
policy of Ethiopia ministry of education.
 According to Armstrong (1996), expressing an understanding of training emphasizes that
training should be developed and operated within an organization by appreciating learning
theories and approaches if the training is to be well understood. They expressly indicated that
the success of a training program depends more on the organization’s ability to identify training
needs and the care with which it prepares the program so that if the trainees do not learn what
they are supposed to learn, the training has not been successful. Even though the organization
might have done all that is necessary to ensure a successful training program, the wrong
candidate might have been selected for the training program. So that ANDEO should give
emphasis and priority for employees’ who has poor performance result since the main objective
of the training is to fill knowledge, skill and attitude gap of employees.
 Improvement in employee’s performance is a central part of training and development;
therefore, the focus of an organizational training and development effort should be the
alignment of individual goals with the organizational goals which will lead to higher levels of

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 employees’ satisfaction and organizational performance (Muhammad Us man Muzaffar, Hafiz
Shahid Husain Salam at & Hafiz Syed Muhammad Muneeb Ali, 2012). So that ANDEO should
align the training and development purpose with individual goal as to enhance satisfaction of
its employees.

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