THE EFFECT OF TRAINING AND DEVELOPMENT ON

EMPLOYEE’S PERFORMANCE (IN CASE OF COMERCIAL BANK

OF ETHIOPIA IN INJIBARA BRANCH)

JIMMA UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS DEPARTMENT OF
MANAGEMENT

RESEARCH PAPER SUBMITED TO DEPARTMENT OF MANAGEMENT

FOR THE PARTIAL FULLFILMENT OF BACHILOR OF (BA) DEGREE
IN MANAGEMENT

ADVISOR: -REJEBUT MAHAMUD (MSc)

PREPARED BY EYOBE TADIE

JANUARY, 2021

JIMMA, ETHIOPIA

ACKNOWLEDGEMENT

Firstly, I would to think my GOD for his endless helping in all my life. Secondly, my great
gratitude is for my respected and honored advisor;RejebutMahamud (MBA) for her unreserved
effort of evaluating, correcting, suggestion giving, genuine guidance and valuable contribution
to this successful completion of the study.Thirdly, I would also thank my families for their
financial and non -financial support in my academic life from starting up to completion. Not only
this, also expressed my deepest gratitude to employees and manager of commercial bank of
Ethiopia in Injibara branch. who give all the necessary information for completion of the study
and also all my friends.

Abstract
The objective of this study to examine the effect of training and development on employee’s
performance in the case of commercial bank of Ethiopia in Injibara branch. The researcher has
been used both primary and secondary data. The primary data has been collected by using
different data collation techniques and instrument such as questionnaire and interviews.
Questionnaires were collected from the bank managers and employees of the organization
Whereas, secondary data was collected from organization development and reports, books and
manual to obtain historical and other information from published article, Journals, and websites..
As to the sampling design, simple random sampling technique was selected. , analysis with the
help of tabular to analysis the necessary data that was collected from questionnaire. There are
50 employees in commercial bank of Ethiopia In Injibara branch. . In this section the data which
are collated from the target respondents are analyzed using tabular form to reach on specific
conclusions. This study was conducted by using descriptive research design and Demographic
characteristics of respondent’s age, sex educational level and work experience are presented in
the table. Based on the major findings of the study;This study is expected to give some
importance information for final users about the effect of training and development on
employee’s performance. The researcher to get a good knowledge and experience about the
effect of training and development on employee’s performance. This study on training and
development was help the employees in making better decision and effective problem solving it
aids to encourage and achieve self-development and self-confidence it would help them to
increase job satisfaction and it provides the employees with information for improving leader
ship, Knowledge, communication skills and attitudes.;As respondents show to solve all this
problems regarding to training and development the bank manager has a wide range of
responsibility and also human resource department have a responsible to solve the problems
regarding to training and development in the bank.

Table ofContents pages

ACKNOWLEDGEMENT........................................................................................................................................ 1
Abstract.............................................................................................................................................................. 2
Table of Contents ....................................................................................................................................... 3
CHAPTER ONE.................................................................................................................................................... 8
1. INTRODUCTION.............................................................................................................................................. 8
1.1. Background of the study............................................................................................................................. 8
1.2. Description of the study area..................................................................................................................... 9
1.3. Statement of the study (problem).............................................................................................................. 9
1.4. Research question.................................................................................................................................... 10
1.4.1. Objective of the study........................................................................................................................... 10
1.4.2. General objective................................................................................................................................... 10
1.4.3. Specific objectives.................................................................................................................................. 10
1.4 .4. Significance of the study....................................................................................................................... 10
1.4.5 . Scope of the study................................................................................................................................. 11
1.4.6. Limitations of the study.......................................................................................................................... 11
CHAPTER TWO................................................................................................................................................. 10
2. RELATED LITERATURE REVIEW................................................................................................................... 10
2.1. INTRODUCTION......................................................................................................................................... 10
2.1.2 Theoretical literature review................................................................................................................... 10
2.1.3. Definitions of training and development................................................................................................ 10
2.1.4. The difference between training and development................................................................................ 11
2.1.5 .The similarity between training and development.................................................................................. 11
2.1.6. Importance’s of training and development............................................................................................. 11
2.1.7. Purpose of training................................................................................................................................. 13
2.6 Objective of training................................................................................................................................... 13
According to Seetharaman, (2007) the most important objective of training:-................................................13
. 2.7 Techniques of training.............................................................................................................................. 14
2.7.1 on the job training................................................................................................................................... 14
2.7.2 off the job training................................................................................................................................... 16
2.8 Objectives of development........................................................................................................................ 17
2.9 Techniques of development....................................................................................................................... 18
2.10 Training and development inputs............................................................................................................. 18
2.11Challenges of training and development................................................................................................... 19
2.12 Goal of training......................................................................................................................................... 19
2. 13. Empirical literature review..................................................................................................................... 19
2.14. Conceptual framework............................................................................................................................ 20
CHAPTER THREE............................................................................................................................................... 21
3. RESEARCH METHODOLOGY.......................................................................................................................... 21
Introduction..................................................................................................................................................... 21
3.1. Research design........................................................................................................................................ 22
3.2. Sample size and techniques....................................................................................................................... 22
3.3. Data type and source................................................................................................................................ 22
3.4. Data collection method............................................................................................................................ 22
3.5. Method of data analysis and presentation............................................................................................... 23
CHAPTR FOUR.................................................................................................................................................. 23
4. Data analysis and interpretation................................................................................................................... 23
4.1 Introduction............................................................................................................................................... 23
4.2 Profile of the data....................................................................................................................................... 23
4.3 Provision of training and development and level of satisfaction.................................................................25
4.4 Fair training and development or selection of employees..........................................................................27
Table 4.4 faire training and development for selections of employees.............................................................28
4.5 Role of training and development for organizational success.....................................................................28
4.6 Types of training......................................................................................................................................... 29
4.7. Positive effect of training and development............................................................................................. 33
4.8. Problem of training and development...................................................................................................... 34
4.9. Objectives of training and development................................................................................................... 35
4.10. Effect of training and development on employee’s performance............................................................35
4.11. Selecting employees for training and development................................................................................ 35
4.12. Comparing performance........................................................................................................................ 36
CHAPTER FIVE.................................................................................................................................................. 36
5. SUMMARY, CONCLUSION AND RECOMMENDATION..................................................................................... 36
5.1. Introduction.............................................................................................................................................. 36
5.2. Summary................................................................................................................................................... 36
5.3. Conclusion................................................................................................................................................. 37
5.4. Recommendation...................................................................................................................................... 38
BIBLIOGRAPHY................................................................................................................................................. 39
APPENDIX–I JIMMA UNIVERSITY......................................................................................................... 40

List of table
Table 4.1 Demographic characteristic --------------------------------------------------------------------24

Table4.2 Provision of training development and level of satisfaction -------------------------------26

Table 4.3 to whom training and development given ---------------------------------------------------27

Table 4.4 Faire training and development for selections of employees -----------------------------27

Table 4.5 Role of training and development for organizational success ----------------------------28

Table 4.6 Types of training --------------------------------------------------------------------------------29

Table 4, 7 Change in skill and behavior of employees through training ----------------------------30

Table 4.8 Relationship between employee’s performance, training and development ------------31

Table 4.10 effect of training and development on employee performance--------------------------31

Table 4.11 positive effect of training and development -----------------------------------------------33

Table 4.12 Problem of training development -----------------------------------------------------------34

Acronyms

• HRM: Human Resource Management

• CBE:Commericial Bank Of Ethiopia

• INB: Injibara Branch

CHAPTER ONE

1. INTRODUCTION
This chapter has been assess about the effects of training and development on employee
performance in cause commercial bank of Ethiopia inInjibara branch background, statement of
the problem, general objective ,specific objective, significance, and also scope of this study.

1.1. Background of the study

The famous fifth century B.V Chinese philosopher Lao-Tzu once wrote “if you tell me, I will
listen, if you show me. I will see, but if you let experience. I will learn “the idea of training and
development is nothing new to the twenty first century, but has rather evolved since the earliest
stage of human civilization and has been gradually refined in to the training more important
today, the nature of the modern business environment makes training more important today than
it ever has been. Rapid change, especially in the area of technology, requires that employees
continually learn new skills. Training needs will very depend on whether the organizations
strategy is based on growing or shrinking its personal whether it is seeking to serve abroad
customer based on or focusing on the specific needs of an arrow market segment and various
other strategic scenarios (Raymond, 2004). In today’s competitive business environment
organizations cannot be successful unless they are supported by people possessing requisite
skills, equipment technology, capital etc., but among these elements skilled man power is the
most valuable resources for organization successor goal achievement. So organizations must give
a well-organized training and development to employees in order to improve them in the area of
changing technical skills and knowledge. Any organizations whether governmental or non-
governmental, small or large achieve their goals and objectives through human resource training
and development.

Human resource training and development lays a fundamental improvement of employees’

performance and its productivity of thee organization (Berardin, 2000].Training is viewed in the
bank as an effective route to the development of human resource capacity. Although training has
a positive impact on the development of employees and these on the performance of employees,
the organization, from staff motivation and skill upgrading point of view are not done
extensively. Therefore, commercial bank ofEthiopia inInjibara branch can accomplish their goal
by training and education employees because any activity of organization cannot be accomplish
without skilled man power.

1.2. Description of the study area

This study have been conducted in Injibara which is found in north part of In Ethiopia that is in
Amhara region .Injibara commercial bank which is selected for study is found in kosober town .
It’s found at distance of 478 km from the capital city Addis Ababa and about 150 km from
Bahirdar.The climatic condition is temperate throughout the year. The economy of the population
is mostly based on trade, wheat, peppercorn, fruits and etc
1.3. Statement of the study (problem)
The process of training and development are often confused. Training means that learning the
basic skills and knowledge necessary for a particular job or ground of jobs. To put it in
otherwords training I the act of increasing the knowledge for doing a particular job. But
development, on the other hand, means the growth of an employee in all respects, it shapes
attitudes (Seetharaman. Venkatesware .[2007].Training employees and upgrading their skills and
knowledge through training and development provide commercial bank of Ethiopiain Injibara
branch many benefits. Among these benefits; better qualities, versatility of employees.buttejob
satisfaction. Low absenteeism and increase productivity. However, the weakness of human
resource training and development cause many problems within the organization such as, lack of
skilled man power, decrease organizational productivity, wastage of organizational resource and
high absenteeism (Raymond, 2004).While in the gadabout branch the above problem mostly
exist. Therefore, the researcher was motivated to investigate the problem that exist in the
organization and assess the effect of training and development on employee’s performance.

Training and development has been a subject of many studies over the years. Raja et al (2011)
conducted a survey of 100 sample, they observed in their studies that there is a positive
relationship between training design and organizational performance. Similarly Abeeha and
Bariha (2012) in their studies carried out in Pakistan, observed a positive correlation between
employees’ training and organizational competitive advantage. Abang, May, and Maw (2013) on
the other hand, pointed out that Lynch and Black in their studies revealed that only off-the job
(general) training improves organizational performance whereas on the job training does not.
Training and development has been acknowledged to be a very important component of
organizational performance (Eleve,nd). However, it is not an end goal rather training is
characterized as a means to an end – the end being productive, efficient work organizations,
populated by informed workers who see themselves as significant stakeholders in their
organizations’ success (Byrne, 2013). Fewer than 5% of all Kuwait Chapter of Arabian Journal
of Business and Management ReviewVol. 2, No.10; June, [2013 ]
Training programs are assessed in terms of their financial benefits to the organization (Swanson
in Herman and Kurt,[201]). Importance of training has been documented for variables other than
organizational performance.

1.4. Research question

The researcher has been tried to fill the gap by raising the following three questions

• What is the relationship between employee training, development and performance?

• How can training and development motivate employee?

• What type of training and development methods are practiced in the organization?

1.4.1. Objective of the study

1.4.2.General objective
The main objective of the study is to examine the effect of training and development on employees’
performance in case of commercial bank of Ethiopia in Injibara branch.

1.4.3. Specific objectives

In consistent with general objective stated above the study has the following specific objectives.

• To identify the relationship between employee training, development and performance

• To determine what type of training and development methods practices in the organization

• To evaluate how training and development motivate employee performance?

1.4 .4. Significance of the study

This study is expected to give some importance information for final users about the effect of
training and development on employee’s performance. The study will help other researchers as a
reference when they conduct the study especially who select similar topic. The researcher has
been get a good knowledge and experience about the effect of training and development on
employee’s performance. This study on training and development will help the employees in
making better decision and effective problem solving it aids to encourage and achieve self-
development and self-confidence it would help them to increase job satisfaction and it provides
the employees with information for improving leader ship, Knowledge, communication skills
and attitudes. Finally it has been enable the bank and other organizations to know the effect of
training and development on employees’ performance and also this research paper helps to
me graduate BA degree management department in Jimma university.

1.4.5 . Scope of the study

Despite human resources are valuable asset for on, separation performance appraisal and so on,
but the researcher study is delimited only on training and development aspect of human resource
management. Its scope is limited to the effect of human resource training and development.
Scope of the dimension was limited from the training and development practice conducted in the
organization up to employs performance, it does not involve about customer satisfaction.

1.4.6. Limitations of the study

The study focused on a particular branch this branch may not represent all branches in the
country, so the study does not incorporate other areas of braches. The study does not involve all
components of human resource management. The organization employees and customers does
not voluntary to give information because the condition of covid 19. and also, there is a lack of
experience as it is a lack of experience as it is doing for the first time.

CHAPTER TWO
2. RELATED LITERATURE REVIEW
2.1. INTRODUCTION
The primary purpose of this chapter is to get the theoretical, empirical and conceptual
understanding of the problems of employee performance on training and development in the
organization.
2.1.2 Theoretical literature review
2.1.3. Definitions of training and development
Training is a learning process that involves the acquisition of skills: concept, rules and
attitudes to enhance the performance of employees. Generally the new employee’s manager
has primary productivity and attitude towards the job. (Johan, 2005).Training must be
directed towards accomplishment of some organization objectives, such as, more efficient
production method, improved quality of product or services and reduced operating costs.
This means on organization should commit its resource only to those training activities that
can best help in achieving its objectives (Bernardin, 2003).Development is a process of
transition employee from lower level of ability, skill, and knowledge to the higher level.

This transition is influenced by education, training work, experience and training. This will
improve value of individual’s employee in terms of in self-development career growth and
contribution to organization (Raymond, 200)Development is a way of preparing someone for
new a gather challenges he/she will encounter in other more demanding jobs. Workers seek
development to prepare to move into middle management. All development can’t occur,
people can pressure into training. Just to keep their jobs, but development when offered can
rejected (Raymond. 2004). Training seeks to improve and development the knowledge skill
attitude towards employee Apart from benefits according to individual’s worker, many
advantages of their organization (Bernard in. 2003)

2.1.4. The difference between training and development

Training refers to teaching lower level or technical employees how to do their present and
future jobs, while development refers to teaching manages professional the skill needed for
present and future job. Development is the process of minimizing weakness and trying to
build up and enhance strength. It require more self- understanding in order to enhance ability
and expand once potential. While training rarely completely changes weakness and rarely
builds a new strength (John strudwick, 2005).To understand the different between training
and development more clearly we need to look at their impact on the learning dimensions.

Learning dimension T r a i n i n g D e v e l o p m e n t
Who is the target N o n - m a n a g e r s M a n g e r s
What knowledge to Technical and operational Theoretical and conceptual
transfer
W h y ? For job improvement For general development
 When or time duration? It is for short-time I t ’s f o r a l o n g - t e r m

2.1.5 .The similarity between training and development

According to john strdwick, (2005) both training and development have the following
similarities between them:

• Bothe training and development are continuous upgrading of individual performance for
better and dynamism in this day to day activity.

• Both includes the transfer new skill, knowledge, experience, new behavior and
changing attitude to strength and secured organizational work force.

• Both training and development will have multidimensional roles for individual as well
as to the organization and national level at large.

2.1.6. Importance’s of training and development

Training and career development are very vital in only company or organization that aims of
progressing. Training simply refers to the purpose of acquisition the essential skills for a certain
job. It targets specific goals, for instance understanding a process and operating certain machine
or system. Career development on the other hand puts employee’s is on brooder skills, which are
applicable in wide range of situations. This includes desertion making, thinking creativity and
managing people. Some of the important in training and development are (Bernrdin, 2003).

• Help In Addressing Employee weaknesses

Most workers have certain weakness in their work place, which hinder them from giving the best
services. Training assists in eliminating the weakness, by strengthening workers skills. Well-
organized development program help employees gain similar skills and knowledge, thus bring
them all to a higher uniform level. This simply means that the whole work force is reliable, so
the company or organization does not have to rely specific employees, (Seetharaman, 20007).

• Improvement In workers performance a properly trained employee becomes more

informed about procedures for various tasks. The worker coincidence is also boosted by
training and development. These confidences come from the fact that the employee is
fully aware of his/her role and even find new ideas to incorporate in the daily execution
duty, (Benardin, 2003)
 • Ensuring worker satisfaction

Training and development makes the employee also feel satisfied with the role they play in the
company organization. This is driven by the great ability they gain to execute their duties.

They feel belong to the company or the best services can, (Raymond, 2004)

• Increased productivity

Through training and development the employee acquires all the knowledge and skills needed in
their day to day tasks. Workers can perform of a faster rate and with efficiency thus increasing
overall productivity of the company. They also gain new tactics of overcoming challenges when
they face them, (John, 2003)

• Improve quality of service and products

Employee gain standard method to use in their tasks. They are also able to maintain uniformity in
the output they give. This result with accompany that gives satisfying service or goods.
(Setharaman, 2007)

• Reduce Cost

Training and development results with, optimal utilization of resources in company or

organization there wastage of resources, which may cause extra expenses. Accidents are also
reduced during working. All the machines and resources are used economically, reducing
expenditure (Bernardin, 2003)

• Reduction supervision

The movement the gain the necessary skills and knowledge, employees will become more
confident. They will become self-reliant and require only little guidance as they perform their
task. The supervisor can depend on the employee’s decisions to give quality output. This relieves
supervisors the burden of constantly having to give directivities on what should be done.
(Raymond, 2004).

2.1.7. Purpose of training

Then purpose of training to employees is equipping them with the efficient skills their job. They
are trained on how to do their job faster and have an output that is high in quality, training have
five major aims to increases knowledge and skills, to increase motivation succeeded, to improve
chance for advancement, to improve moral and the sense of competence and pride in
performance, to increase quality and productivity, to understanding how important training is and
will be. (Seetharaman, 2007).

2.6 Objective of training

According to Seetharaman, (2007) the most important objective of training:-

• To increase the knowledge of workers in doing specific jobs

• To improve new skill among the workers systematically so that they learn quickly

• To improve the overall performance of the organization

• To bring about change in the attitude of the workers towards follow workers, supervisor
and organization.

• To make the workers handle materials, machines and equipment’s efficiently and thus to
check wastage of times and resource

• To reduce the number of accidents by providing safety training to workers

• To make the workers perfect in their work, so to increases their productivity

• Proper training would help then workers in producing quality products

. 2.7 Techniques of training

When training did do employer it commonly takes the following forms.

2.7.1 on the job training

On the job training is the most widely used method of training more than 90% of training occurs
on the job. Employee is placed in the real work situation and shown the job and the tricks of the
trade by an experienced employee or the supervisor, (Bernardin, 2003).

• Apprenticeship

Apprenticeship is a work study training method that teacher job through a combination of on the
job training and class room training. The job training component of an apparent ship involves the
apprentice assisting acetified trades person of the work site, typically, the classroom training is
provided local schools, high school and community challenges, some apprenticeship programs
are sponsored by individual companies, other by employee unions. Most apprenticeship
programs are in the skilled trades, such as plumbing, carpentry, and electrical work, the major
advantage of apprentices ship is ability to earn on income while learning of rode in addition,
training through an apprentice, (Bernardin, 2005).

• Assistance ship

Involve full time employment and expose an individual to wide range jobs. However, because
the individual only assist other work, the learning experience is often victorious disadvantage is
eliminated by programs that combined job or position rotation with active mentoring and career
management (Raymond, 2004).

• Job experience

When development as the objective, employee may put people in to jobs order to facilitate their
learning and train them in the variety of job and decision making situation usually job rotation
program rotate employee through job of similar of difficulty. This extent of training and long run
benefit may be limited. However, because they employees are not a single job long enough to
learn very much and may not motivated to work hard because they know they will move future.
The philosophy of having employees learn while doing also underlies the use of developmental
job assignment. However, with development job assignment employees placed in a new job that
presents significantly more difficult new challenges. The assumption is that the process of
learning to deal to with the challenges will result in the employees developing new competence.
Compotes of development job include unfamiliar responsibility, responsibility for creating
change, high level of responsibility, boundary spanning requirement and dealing with diversity
(John, 2005).

• Supervisor assistance ship and mentoring

Often the most informal program of training and development is supervisory assistance or
mentoring. Supervisory assistance is a regular part of the supervisor job. It includes day to day
couching counseling mentoring of workers on how to do the job and how to get along with the
organizations. The effectiveness of this technique depends in the part on whether the supervisors
feeling of mutual confidence provides opportunities for growth and effectively delegates tasks
(Venkateswara, 2007).
 • Coaching

For high level executive and other employees who hold visible and somewhat unique job,
traditional forms of on the job training are empirical. Yet these employees often need to develop
now competencies in order to be fully effective. In recent years, more and executives have might
to personal coaching to address their training need. A coach might sit on a meeting to observe the
employee in future. Most coaches also encourage their trainers to discuss difficult situation as
they rise and work through alternative scenarios for dealing with those situations. Although
coaching is rapidly growing in popularity, it’s a relative new technique and few guidelines are a
valuable to evaluate whether a potential coaching relationship is likely to succeed. Nevertheless,
the evidence of its effectiveness is being to accumulate. An effective coaching program helps
managers change themselves and in the process, change their organizations (seetharaman, 2007).

2.7.2 off the job training

The researcher suggests that the most popular method of instruction for off-the-job training is
lecture discussion, programmed instruction, and computer assisted instruction. Organization with
the biggest training programs often use off the job training. This type of training is appropriate
when complex competencies need to be mastered or when employees need to focus on specific
interpersonal competencies that might not be opponent in the normal work environment outside
work. When the consequence of error is high, it’s usually more appropriate to conduct training
off job. Most airlines passenger would readily agree that it’s performance to train pilots in flight
off the simulators rather than have they apprenticed in the cockpit of a plan. There are deferent
types off the job training (Venkateswara, 2007).

• Formal course

Formal course can be directed either by the training using programmed instruction.
Computer assisted your for outside instruction. Redding the correspondence course or by
other, as in formal class room courses and lectures. Although many training programs use
the lecture method because it effectively and simultaneously conveys large amount of
information to large group of people, it does have several draw backs. Perhaps most
importantly expect for cognitive knowledge and conceptual principle. The transfer of
learning to actual job is probably limited. Also the lecture method does not permit
individualized training based an individual difference ability, interest, and personality
(Bernardin, 2003).

• Simulation
 Which present, situation that are similar pilots in its similar to actual job condition, issued for
both manager and no managers is the vestibule method, which simulates the environment
isn’t real, it is generally less hectic and longer than the actual environment. As a
consequence, trainer may have trouble adjusted from the training environment to the actual
environment. The argument using assimilated environment is compelling. It reduces the
possibility of customer’s dissatisfaction that can result from on job training, it can reduce the
frustration of the trainee, and it may save the organization, a great deal of money because
fewer training accidentals occur. Not all organization, even in the industry, accepts these
arguments, some banks, for example train their tellers on the job. Whereas others train them
in simulated bank environment (Raymond, 2004).

• Assessment center

Just as they popular in managerial selection, assessment center are in increasingly popular
simulation technique for development for developing managers. Certain aspects of the
assessment Centre, such as management games and in-basket exercises, are excellent for
training, when these are used for training purpose: however, it is essential that instructors help
participant’s analyses what happened. The opportunity for improvement may be drastically
reduced if the trainee is left to decide what to transfer from the games or exercise to the job
(Bernardian, 2003).

• Role playing and sensitive training

Whereas simulation exercise may be useful for developing conceptual and problem solving
skills, two other types of training are used for developing human relation or processes of skills.
Role playing and sensitivity training develop managers interpersonal in lights awareness of self
and of other for changing attitudes and for practicing human relation skills, such as leading or
interviewing (John.2006)

2.8 Objectives of development

According to seetharaman, (2007) some of more common objectives of any development
programs are:

• To provide the managers and other higher officials with leader ship skill.

• To enhance performance of the executives.

• To help the management in ensuring better control in the organization.

 • To train managers for higher assignments.

• To prepare managers to adapt the changes, changes could be because of technology,

environment etc.

• To develop a unity of purpose and improve moral of the mangers

• To make managers socially more conscious and ethical in their practices.

2.9 Techniques of development

Development techniques include job rotation, sending people sabbatical (level of absence) to
peruse future decision engage in community services. An employee should regard a company
sponsored program as reword and a secular statement about his/her worth to the company, such
programs are conducted through which worker can gain prestige, confidence, and competence
development efforts should never end, indeed, they can be part of daily routine, by reading
professional and business publication regularly and by interacting with expects as professional
meeting. Employees can help keep themselves to dote. Another approach to development
involves volunteering for difficult assignment. Meting tough challenges encourage person to
expanding his/he abilities (Bernardino, 2003).2.10 Training categories

Training can be designed to meet number of objective and can be classified in various ways these
are:-

• Required and regular trainings: - complies with various mandated legal requirement
and given to all employees. These include drawing provision, safety compliance, huge
and hour rules, employee orientation benefits enrolment, and sexual harassment
presentations.

• Job and technical:-such as customer service, equipment operations, and record keeping
need.

Interpersonal and problem solving which may include: - communication, writing skills, team
relationship, coaching and problem analysis. Developmental and career link business trends,
strategies thinking, and leading ship and change management (Raymond, 2004).
2.10 Training and development inputs
The primary purpose of trailing is establishing the better relationship between the employees
with his/her job. The worker attitude to the job is right adequate knowledge and as necessary
skills. And development in organization which is industrial aimed of making desired
modification, skills, attitude, and knowledge of performance so that they perform their job most
efficiently and efficiency. The inputs are classified into three namely (John, 2010).

• Skill: -training activity now a day encompasses activities training from the
acquisition of a simple major skill and complex administrative one.

• Attitude:-through orientation organization induct development attitude in new

employees on programs on employee on program which are favorable toward the
achievement of the organization goal.

• Knowledge:-training aimed to important knowledge modeling employee in.

2.11Challenges of training and development

Even if, human resource management training is essential to creation an effective and efficient
workforce, training can b on of the most difficult challenges a human resource department can
face. Many managers are reluctant to let employees take much time away from their duties for
training. You can help managers balance their work demand with the need for training by
scheduling multiple small training sessions rather than all day’s long training sessions. Offer the
same session’s numbers times so managers can spread out their employees and balance coverage
duties. Consider offering training in non-class room meetings (Bernardin, 2003)

2.12 Goal of training

• Training validity:-the trainees learn skills or acquire knowledge or ability during the
training

• Transfer validity:-the knowledge, skill or ability learned in training lead to improved

performance on the job.

• Intra-organizational validity:-is the job performance of a new group of trainees in the

same organization that developed the program comparable to the jobperformance of the
organization training

• Inter-organizational validity:-a training program that has been validated in one

organization bused successfully in another firm (John, 2005).
2. 13.Empirical literature review.
Training and development has been a subject of many studies over the years. Raja et al (2011)
conducted a survey of 100 sample, they observed in their studies that there is a positive
relationship between training design and organizational performance. Similarly Abeeha and
Bariha (2012) in their studies carried out in Pakistan, observed a positive correlation between
employees’ training and organizational competitive advantage. Abang, May, and Maw (2013) on
the other hand, pointed out that Lynch and Black in their studies revealed that only off-the job
(general) training improves organizational performance whereas on the job training does not.
Training and development has been acknowledged to be a very important component
oforganizational performance (Eleve,nd). However, it is not an end goal rather training is
characterized as a means to an end – the end being productive, efficient work organizations,
populated by informed workers who see themselves as significant stakeholders in their
organizations’ success (Byrne, 2013). Fewer than 5% of all
Kuwait Chapter of Arabian Journal of Business and Management Review Vol. 2, No.10; June,
2013]Training programs are assessed in terms of their financial benefits to the organization
(Swanson in Herman and Kurt, 2013). Importance of training has been documented for variables
other than organizational performance. However, many of these additional outcomes are related
to performance indirectly. Training and development is basically directed at employee but its
ultimate impact goes to organization, because the end user of its benefits is the organization itself
(Raja et al, 2011). Training will have the greatest impact when it is bundled together with other
human resource management practices and these practices are also implemented following sound
principles and practices based on empirical research (Abang et al, 2013

2.14. Conceptual framework

The proposed model as a devise in the light of literature review of past researchers conducted in
different studies related to employees’ training and performance. The propose model is self-made
and explains the relationship between employees training and employees’ performance
Employees’ performance is a dependent variable and Employees training and development is
independent variable. To this end, this study would guide by the following conceptual
framework, which used to explain the interrelationship between the variables.
Consequently, the conceptual framework developed as of the review of related literature.
CHAPTER THREE
3. RESEARCH METHODOLOGY

Introduction
This section of the study explain research design, sample and sampling method, research
method,source of data collection and methods of data, and data presentation $ analysis.
3.1. Research design
This study was conducted by using descriptive research design. A descriptive research deign is
used to describe the data and characteristics about what is being studied. So that the researcher
used descriptive type of research design in order to assess the development on employee
performance in case of commercial bank of Ethiopia in Injbara branch.

As an approach and mechanism of accomplishing the required work in developing the research
paper,the researcher used desciptive research design, the aim of descriptive research is to find
more about the phenomena and capture it with detaild information often the capturing and
description (kothari 2004).the study also employed both quatitative and qualitative method to
organize the data gatherd and the study is across sectional approach.

3.2. Sample size and techniques

There are totally 50 employees in the commercial bank of Ethiopia.in Injibara branch. Among
them 45 employees are permanent employees or staff workers within the organization, remaining
5 employees are temporary or non-permanent in the organization. So as keep the accuracy of
data 50 employes were taken by using census techniques for the employees
3.3. Data type and source
The researcher has been used both primary and secondary data. The primary data has been
collected by using different data collation techniques and instrument such as questionnaire and
interviews. Questionnaires were collected from the employees of the organization and interview
was collected from the manager. Whereas, secondary data was collected from organization
development and reports, books and manual to obtain historical and other information from
published article, Journals, and websites.

3.4. Data collection method

To collect this research data, questionnaires and interview has been the most valuable tools
through the data collected from participant. Questionnaires with close ended and open ended was
used mostly in the study because of its convenience to reach wide participants and appropriate to
set relatively uniform data regarding they research problem and with the given resource.
Interview is the other hand the data collection method in which the researcher has been
interviewed key respondents to get relevant information insights to the problem.

3.5. Method of data analysis and presentation

After data collection, the data was carefully edited arranged coded and tabulated depending on
the types of questions they are related nature of the data before analysis. The data was gathered
from different source. Then it has been analyzed by using both description and statically
techniques of data and analysis. The study was used data presentation tools such as: tables,
percentage, and so on. The qualitative data was analyzed by using descriptive expressions.

CHAPTR FOUR
4. Data analysis and interpretation
4.1 Introduction

As state in the preliminary stage of this study the general objective of this study is to examine the
effect of training and development on employee’s performance in the case of commercial bank of
EthiopiainInjibara branch. To accomplish this assessment the general objective was segmented
on to three sub-objectives. The discussions then tries to address all these staged specific
objectives for the fulfillment of the general objective. For the purpose of detailed and clear
analysis is and interpretation, the data has been collected were analyzed and interpreted in two
sections. The first section is about analyzing and interpreting each aspect of training and
development practices result obtained from questionnaires, whereas the second section is about
the interview result obtained from the manager of the company.

4.2 Profile of the data

The data were collected by using questionnaires and interview. There are 50 employees in
commercial bank of Ethiopia In Injibara branch . In this section the data which are collated from
the target respondents are analyzed using tabular form to reach on specific conclusions.
Demographic characteristics of respondent’s age, sexeducational level and work experience are
presented in the table as shows below.

Table 4.1 Demographic characteristic

No I t e m R e s p o n s e No of Percentage
respondents (%)
1 A g e 1 8 - 3 0 4 4 8 8
3 1 - 4 0 4 8
4 1 - 5 0 2 4
5 1 - 6 0 0 0
T o t a l 5 0 1 0 0
2 G e n d e r M a l e 3 5 7 0
F e m a l e 1 5 3 0
T o t a l 5 0 1 0 0
3 Educational level 1 2 a n d b e l o w 0 0
C e r t i f i c a t e 0 0
D i p l o m a 0 0
D e g r e e 4 5 9 0
 Master and above 5 5 0
T o t a l 5 0 1 0 0
4 Work experience B e l o w 1 y e a r 6 1 2
2 - 4 y e a r s 4 1 8 2
5-9 years and above 3 6
10 years and above 0 0
T o t a l 5 0 1 0 0

Source: questionnaire, 2013E.C

As shown in the above tabel4.1 item 1, Age category of the respondents, out of total respondents
44(88%) of respondents are between 18-30 age category. While 4(8%) of respondents are
between 31-40 age category and the remaining 2(4%) are between 41-50 age category. this
indicates that most of the respondents are productive age and those respondents are need
program in order to improve their skill. According to items 2 of the above table 3.3 out of total
respondents 35(70%) of respondents are male, while the remaining 15(30%) of respondents are
females. This indicates that the majorities of respondents in the organization are males and
provide the necessary data for the researcher. According to item 3 of the above table4.1 out of the
total respondents who have academic qualification of degree are 45(90%) and the rest 5(50%) of
respondents are master and above then the researcher to sum up that the respondents are
possessed with academic qualification of degree and good awareness about the effect of training
and development on employees performance. According to item 4 of the above table 4.1 out of
total respondents 41(82%) of respondents work experience are 2-4 years, while 6 (12%) of
respondent work experience are below-1 year, and the remaining 3(6%) of the respondents work
experience are 5-9 years. Then the researcher concludes that most of respondents provide the
necessary data bout training and development programs in the bank from the recent year up to
now the work experience interval between 2-4 years.

Section 1 Questionnaire result

I. Analysis and interpretations for, questions related to the fist specific

objectives.
4.3 Provision of training and development and level of satisfaction.
Since all types of job require adequate training and development for the efferent performance,
Skill and knowledge. Then new employees should be trained. They were asked how their
satisfaction level was by the training and development provided to them.

Table 4.2 provision of training development and of satisfaction

No Q u e s t i o n Response No of Percentage %
respondents
1 Does the bank give any Y e s 4 0 8 0
adequate training and N O 1 0 2 0
development
T o t a l 5 0 1 0 0
2 If your answer is “yes “for S a t i s f i e d 4 5 9 0
question no “1” how is your Dissatisfied 5 1 0
satisfaction Undetermine 0 0
d
T o t a l 5 0 1 0 0
Source: questionnaire, 2013EC

As shown in the above table 4.2 out of the total respondents 40(80%) of the respondents are
responded that there are adequate training and development provided by the employee, while the
rest 10(20%) of the respondents responded there are no adequate training and development given
by the bank. Soothe researcher understand that the bank provide training and development
adequately for employees in order to improve their performance. The second question which is
presented to the respondents is for those who said yes in question1, 45(90 %) of the respondents
are satisfied by the training and development given by the bank, while 5(10%) of the respondents
are not satisfied on the given training and development given the bank. Here the researchers
understood that that the provision of training and development delivered by the bank employees
are satisfied, so employees are doing their jobs properly. Training must be directed towards
accomplishment of some organization objectives, such as, more efficient production method,
improved quality of product or services and reduced operating costs and development is a
process of transition employee from lower level of ability, skill, and knowledge to the higher
level (Bernardian, 2003)

To whom training and development given

Table4.3 to whom training and development given

N Q u e s t i o n R e s p o n s e No of respondents Percentage
O (%)
1 For what types of employees F o r p e r m a n e n t 4 3 8 6
the bank gives training and
development
For contrac t 2 4
For selected from both 5 1 0
F or all employ ees 0 0
T o t a l 5 0 1 0 0
Source: - questionnaires, 2013 EC.

As shown in the about table 4.3. Out for the total respondents 43(86%) of the respondents replied
that the bank provided training and development program for permanence employees only, while
5 (10%) of respondents argued that for elected for both and the rest 2(4%) of the respondents
respond that for contract only. Then the researcher to sum up that the bank focused on giving
training and development for permanent employees by doing these the bank highly effective
because most of the activities performed by permanent employees.

4.4 Fair training and development or selection of employees

Many organizations whether service giving or manufacturing giving ,gives training and
development to their employees, but the training and development giving process has certain
limitation while selecting employees for training and development.
 N o Q u e s t i o n Response No of respondents Percentage
(%)
1 In your bank, do you think Y e s 4 2 8 4
that the given training and N o 4 8
development of free from I don’t know 4 8
bias T o t a l 5 0 1 0 0

Table 4.4 faire training and development for selections of employees

Source: questionnaires, 2013 EC

As shown in the above table 4.4. Out of the total respondents 42(84%) of respondents side there
are no bias to select employees for training and development, while 4(8%) of respondents are
said there and development and the rest 4(8%) of respondents argued they didn’t know about the
selection of employees for training and development fair or not. From these the researcher
suggested that since majority of respondents in the ban argued that there is no bias during the
selection of employees for training and envelopment. So the employees are given appropriate
data for the researcher regarding to no problems with training and development in the bank.

4.5 Role of training and development for organizational success

For profitable organizations, like bank development of human resource play a key role for
achieving the goal

Table 4.5 Role of training and development for organizational success

No Q u e s t i o n Response NO of Percentage (%)

Percentage
1 Do you think that training and Y e s 5 0 1 0 0
development have value for N O 0 0
organizational success? I don’t know 0 0
T o t a l 5 0 1 0 0
Source: questionnaire 2013 EC.

As shown on the about table 4.5. Out of the total respondents 50 (100%) of the respondents
responded that training and development program had a great value for organization success.
Hence the researchers to sum up that the training and development program held under the bank
had a provision role for their success. So all of the respondents have good understanding about
training and developing the performance of employees have value for organizational success and
give the necessary data for researcher. Training and career development are very vital in any
company or organization that aims of progressing to achieve organizational success (Bernardian,
2003).

4.6Types of training
Many different techniques can be used for training and development activities, but the two
general categories of the techniques are on the job and off the job training

Table 4.6 Types of training

N I t e m R e s p o n s e No of Percentage (%)
O respondents
1 What type of training On the job training 3 9 7 8
practices conducted in the Off the job training 3 6
bank B o t h e 8 1 6
Nothing is give 0 0
T o t a l 5 0 1 0 0
2 If your answer on the about Apprenticeship 1 3 3 3 . 3 3
of question is on the job Job experience 2 6 6 6 . 6 6
training, what type of C o a c h i n g 0 0
training is given from the Assistance ship 0 0
listed option Mentoring 0 0
T o t a l 3 9 1 0 0
3 If your answer is off the job Simulation 0 0
training for question no “%” Assessment center 0 0
what types of training is Formal course 0 0
given the listed option. Role- playing and 3 1 0 0
sensitive training
T o t a l 3 1 0 0
Source: questionnaires, 2013 EC.

As shown in the above table 4.6. Question no 1 out of the total respondents 39(78%) of the
respondents replied that on the job training, while 8(16%) of the respondents replied that Bothe
types of training are given to employees in the bank and the rest 3(6%) of the respondents replied
that off the job training. The researcher understood that in the bank mostly on the job training
was given to employees. So employees who take training are given all the necessary data for the
researcher. According to question no 3 of the above table 4.6 26(66.66%) the respondents replied
that job experience was given among the on the job training, and the rest 13(33.33%) of the
respondents replied that apprenticeship is given. Here the researcher to sum up that mostly job
experience is given to employees among the on the job training. So, most respondents are high
knowledge about their job. According to question no 3 of the above table 4.6 Respondents who
said off the job training on the question no 3(100%) of respondents replied that role-playing and
sensitive training is given to employees in the bank. On the job training is the most widely used
method of training more than 90% of training occurs on the job. Employee is placed in the real
work situation and shown the job and the tricks of the trade by an experience employee or the
supervisor (Bernardin, 2003).II. Analysis and interpretations for questions related to the second
specific objective

Change in skill and behavior of employees through training.

Trainers should design for the highest possible transfer of training this transfer of training occurs
when trainees actually use on the job what they learned in training.

Table 4.7 Change in skill and behavior of employees through training

N Q u e s t i o n Response No of respondents Percentage (%)

o
1 By what type of training By on the job 1 0 2 0
practices the change in skill and training
behavior of employee is high. By off the job 5 1 0
training
B Y b o t h 3 5 7 0
T o t a l 5 0 1 0 0
Source: -Questionnaire, 2013 EC.

As shown in the above table 4.7. Our of total respondents 35(70%) of respondents replied that
both types of training practices higher to change to change in skill and behavior of employees,
while 10(20%) of the respondents replied that on the job training have better transfer rate of
training and the rest 5 (10%) of the respondents replied that off the job training higher to change
in skill and behavior of employees. Here the researcher to sum up that both on the job and off the
job training has a high rate of transfer/change in kill and behavior of employees, so the
researcher decide the bank has use both type of training in order to improve the employees
performance.
 Relationships between employees’ performance, training and development

Raining and development have highly related to employees performance, because of

employees performance is in training and development high employees achieve his/her
specific object.

Table4. 8 Relationship between employee’s performance, training and development

N Q u e s t i o n Response No of P e r c e n t a g e %
O respondents
1 Is there any strong relationship Y e s 4 6 9 2
between employee’s N O 0 0
performance, training and I don’t know 4 8
development? T o t a l 5 0 1 0 0
Source: - Questionnaire, 2013 E.C

The primary purpose of training is establishing the better relationship between the employees
with his/her job. The worker attitude to the job is right adequate knowledge and necessary skills.
And development in organization which is industrial aimed of making desired modification,
skills, attitude, and knowledge of performance so that they perform their job efficiently and
efficiency (John, 2005).

As shown in the about table3.8. Out of the total respondents 46(92%) of the respondents replied
that there is a strong relationship between employees performance, training and development,
while that rest 4(8%) of respondents replied that they don’t know of not. So the researcher
understood that there is a strong relationship between employee’s performance, training and
development.

Evolution of training and development

Table 4.9 Evaluation of training and development

N Q u e s t i o n Response No of Percentage (%)

O respondents
1 Does the bank use method to measure Y e s 4 5 9 0
the change in skill and behavior of N O 5 1 0
 employees before and after training T o t a l 5 0 1 0 0
and development
Source: - questionnaire, 2013 E.C

As shown in the above table 4.9. Out of the total respondents 45(90%) of the respondents replied
that the bank use any methods to evaluate the change in skill and behavior of employees and the
rest 5(10%) of respondents replied that the bank does not use any methods to evaluate the change
in skills and behavior of employees. Thus, the researcher understood that the bank use its own
methods to measure the change in skills and behavior of employees before and after training and
development.

III. Analysis interpretations for questions related to the third specific objective

Effects of training and development on employee’s performance

Training and development has a great focus to help employee prepare for future work demand

Tale 4.10 Effect of trainings and development on employee performance

N Q u e s t i o n Response No of Percentage (%)

o respondents
1 Does training and development Y e s 4 0 8 0
have any effect on employee’s N o 1 0 2 0
performance? I don’t know 0 0
T o t a l 5 0 1 0 0
Source: questionnaire, 2013 E.C

As shown in the above table 4.10. Out of the total respondents 40(80%) of respondents replied
that training and development has a great effect on employees performance and host 10(20%) of
respondents haw replied that training and development has not a great effect on employees
performance. Then the researcher concluded that training that training and development haw a
great effect on employees development

4.7. Positive effect of training and development

Training and development plays a preeminent role for organization success because it’s tool for
harnessing, skill and talents.
Table 4.11 positive effect of training and development

N Q u e s t i o n R e s p o n s e No of Percentage (%)
O respondents
1 How do you express the H i g h 4 5 9 0
positive effect of training and Ve r y h i g h 5 1 0
development on employee’s L o w 0 0
performance? Ve r y l o w 0 0
Undetermined 0 0
T o t a l 5 0 1 0 0
Source: questionnaire, 2013 E.C

As shown in the above table 4.11. Most of the respondents 45(90%) of the respondents replied
that training and development has a great positive effect on employees performance, and the rest
5(10%) of the respondents replied that training and development have a higher positive effect on
employees performance. Here the researcher understood that training and development have a
great positive effect on employee’s performance, so the researcher has known about training and
development has a great positive effect on employees’ performance.

4.8. Problem of training and development

Table 4.12 problem of training and development

N Q u e s t i o n Response No of Percentage
O respondent (%)
1 Is there any problem in training Y e s 5 1 0
development in your bank N o 4 5 9 0
Total 2 2 1 0 0
Source: questionnaire: 2013 E.C

As sown in the above table 4.12 Out of the total respondents45 (90%) of respondents replied that
there is no problem in the bank about training g and development, and the rest 5(10%) of
respondents replied that there are problems regarding to training and development in the bank.
Her researcher sum up that there is no problem in the bank regarding to training and
development.

Based on the above table 7(31.81%) of respondents says there are numerous problems regarding
training and development in the bank like:-

• The bank does not give equal opportunity to take training and development for all
employees.

• Repetition for on training and development for an employees

• There are management problem in time of training and development

The researcher understand that the responsible to solve the about problem as respondents show
the bank manager has a wide range to solve the problem with regarding to training and
development and some of the respondents says human resources department is a responsible to
solve the problem regarding to training and development in the bank

According to the respondent’s suggestion to solve the above problems;

• The bank must give equal opportunity to take training and development for all
employees

• The bank must give training and development for once employee once

• The bank must give training and development on timely base.

Section 2 interview result

4.9. Objectives of training and development

The researcher asked the manager what is the objectives of training and development. According
to the manager, response, in the bank both training and development program was given to
employees. The objectives this training and development is to enhance and equip employees with
the necessary capabilities. Knowledge , skills and objectives that enables every employee
perform his/her duties towards the goals and objectives of an organization and success in his
career and also increase the capacity of employee’s and doing jobs in smart and good manner.

4.10. Effect of training and development on employee’s performance.

The researcher asked the manger what is the defect of training and development on employee’s
performance. According to the manager, training and development program given for employee’s
in the bank. It helps improve the ability to perform a given task through knowledge, increase
efficiency and effectiveness of an employee, increase work quality, completeness and accuracy
and also has a great potential to raise change on their performance.

4.11. Selecting employees for training and development

The researcher asked the manager do you consider the current performance of employees while
selection for training and development. According to the manager response, yes consider the
bank considers the current performance of employees while selecting for training and
developments by giving daily operations for each of employees.

4.12. Comparing performance

The researcher asked the manager do you measure the performance of employees before and
after training and development. How do you measure? According to the manager, we don’t have
a system to measure on employee’s performance on quarterly basis and try to sex the differences
between the performances of employees how they implement from quarter to quarter.

CHAPTER FIVE

5.SUMMARY, CONCLUSION AND RECOMMENDATION

5.1. Introduction

In this, chapter the researcher comes up with major summary, conclusion and for warded
recommendation to the bank.

5.2. Summary
Based on the findings, the researcher come up with the following major summary

• Regarding to age of the employee, majority of employees are between the age ranges of
18-30 years

• Regarding to sex composition, male employees are dominant.

• Regarding to educational level most of the bank employees are first degree holders.

• Regarding to work experience most of the bank employees are between the work
experience ranges of 2-4 years.
 • Most of employees have replied that the bank give adequate training and development
program provided by the employee.

• Most of employees have replied that the bank provided training and development for
permanent t employees.

• Majority of employees described that in the bank there is no bias to select employee for
organizational success.

• Most of employees responded that the bank provide on the job training, among them on
the job training job experience is given.

• Regarding to the change in skill and behavior of employee, majority of employees have
responded that by both types of training practice the change in skill and behavior of
employees is high.

• Regarding to the relationship between employee’s performance, training and

development most of the employee’s describes here is a strong relation between
employee’s performance, training and development.

• Most of employees replied that the bank use methods to evaluate the change in skill and
behavior of employees before and after training and development

• Regarding to the effect of training and development most of respondents responded that
training and development has a great positive effect on employee’s performance.

• Regarding to the problems of training and development, most of respondents replied that
there is no visible problem in the bank about training and development

• Finally, the bank manager and human resources department has a wide range of
responsible to solve problems with regarding to training and development in the bank.

5.3. Conclusion
Now a day’s fast delivering, quality and efficient services to satisfy customer is one of the
strategic goals in commercial bank of Ethiopiain Injibara branch. To achieve this goal and satisfy
the basic inputs of the services that skilled man power required commercial bank of Ethiopiain
Injibara, branch uses different training and development methods and introduces to apply a vital
role in improving the overall performance of its employees. Based on the findings, the researcher
comes up with the following major conclusion: The bank provides adequate training and
development practice as respondents shows even though the less bias to select employees for
training and development.

Training and development program conducted in the bank plays a key role for achievement its
goal. It increases productivity and up graded employee’s skill and behavior. In the bank both on
the job and off the job type of training are given. But mostly on the job training are given, from
the on the job raining job experience is given in order to achieve the goal of bank. The transfer
rate or the change in skill and behavior of employee is high by both on the job and off the job
training practices. The bank does use methods to measure and evaluate the change in skill and
behavior of employees, before and after training. Training and development have positive effect
on employee’s performance. It increases employees’ moral, working capacity and improve
productivity. In the bank most of respondent’s replied that does not a visible problems’ regarding
to training and development, by some respondent’s shows in problems like:

• The bank didn’t give equal opportunity to take training and development for all
employees.

• Repetition for training and development for one employee

• Management problem.

As respondents show to solve all this problems regarding to training and development the bank
manager has a wide range of responsibility and also human resource department have a
responsible to solve the problems regarding to training and development in the bank.

5.4. Recommendation
The researcher would like to forward the following pointes for commercial bank of Ethiopia in
Injibara branch, in view of what has been conducted by the data collected and analyzed. Based
on the findings of the study, the researcher forwarded the following suggestion to the bank. Each
and every activity needs adequate training. Therefore, it will be better for the bank to provide
careful orientation to new employees and provided on the job training for all employees, in order
to improve their performance and the researcher recommended the bank adopts better training
and development program in order to decrease problems within the bank. The bank is
recommended to give equal chance for all employees when it provides training and development,
by means of reducing the repetitions for training and development for one employee at the time
of training and development given. It is recommended the banks maintains and upgrade
employees’ skill through provision of adequate training and development to increase
productivity, satisfaction and motivation of employees. The bank better to evaluate the change in
skills and behavior of employees before and after training and development is given, after giving
training and development they conduct continuous assessment how thy implement. And if there
was a failure they made correction, doing so, those employees who had gotten adequate training
and development could perform better. The bank manager better to as give training and
development programs, In order to enable employees get awareness how to deliver service
property and technically. Therfor other person or researcher to prepare a research paper for the
next time by this research title she/he change cause area and specific objective to add other point

BIBLIOGRAPHY
G. Albam, E.Green and S.Tull, (1995) Research for Marketing Decision, New Delhi:McGraw
Hill Company

H.John, Bernardian (2003) Human Resource Management 3 rd Edition, Irwin:MCGraw Hill

Company

John Strdwick, (2005) Introduction to Human Resource Moment 2ndEdition, Irwin: McGraw Hill
Company

Raymond. A (2004) Fundamental of Human Resource Management 3rd Edition, New Delh:

McGraw Hill Company

S.Seetharaman, and B.Venkastwara (2007) Human Resource Management, India: Seitch

publication
APPENDIX–I
JIMMA UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICSDEPARTMENT OF
MANAGEMENT

DEAR RESPONDENT

This study is conducted as partial fulfillment for the completion of BA degree in

JimmaUniversity College of business and economics department of management. The general
objective of this questionnaire is to examine the effect of training and development on
employees’ performance in the case of commercial bank of Ethiopia in Injibara branch.This
questionnaire is designed and used only for academic purpose, so the information you has been
offer will be kept confidential. Your response to the questions will have great immeasurable
contribution to the outcome of the final research project.

Thank you for your cooperation!!!

General instruction

• Put “” Mark on the box provided and write your great response on the space provided.

• No need of writing our name.

• To be confidential give the real data for the question s

 • Demographic characteristics

• Age:- 18-30 31-40 41-50 50-60

• Gender:- Male Female

• Education level:- 12 and below Certificate Diploma

Degree Master and above

• Work experience:- Below 1 years 2-4 years 5-9 year 10 years And
above

II. Main questions

• Questions related o types of training and development methods practices in the

organization.

• Does the bank give any adequate training and development?

• Yes B. No

1.1If your answer is “yes “for question No “I” how is your satisfaction?

A. Satisfied B. Dissatisfied C. Undetermined

• For what type of employees bank gives training and development?

A. For permanent B. For contract

C. For selected from both D. for all employees

• In your bank, do you think that the given training and development is free from bias?

• Yes B. NO C. I don’t know

• Do you think that t raining and development have value for organizational success?

• Yes B. NO C. I don’t know

• What type of training practices conducted in the bank?

A. On the job training B. Off the job training

C. Both D. Noting is given

5.1 If your answer on the above question is on the job training, what type of training is give from
the listed option? A. Apprenticeship B. Job experience

C. Coaching

D. Assistance ship E. mentoring

5.2 If your answer is off the job training for question no “5”, what type of training is given from

the listed option?

A. Simulation B. Assessment canter C. Formal course

D. Role-playing and sensitive training

II. Questions related to the relationship between employees training, development and
performance

• By what type of training practices the change in skill and behavior of employee is high?

• By on the job training B. Buyoff-the job training C. By both

• Is there any strong relationship between employee’s performance, training and

development?

• Yes B. No C. I don’t know

• Dose the bank use methods to measure the change in skill and behavior of employees
before and after training and development?

A. Yes B. No

III.Questions related to the effect of training and development on employees performance

• Do training and development have any effect on employee’s performance?

• Yes B. No C. I don’t know

• How do you express the positive effect of training and development on employees
performance?

• High B. very high C. low

D. very low E.un determined

11. Is there any problem in training and development in your bank?

A. Yes B. No
11.1 If your answer is “Yes “place mention it?

.
11.2 Who is the responsible to solve the above problem? Why?

.
11.3 Give you suggestion how to solve the above problem?

INTERVIW QUESTIONS

1.how do you look the effect of training and development in helping to achieving
organizational goals and plans?
2. what problem do you face with regard to training and development with in your
organization?
3 .in general do you suggest some ideas that the organization has to do to improve (increase) the
employee performance?

Thank you for your cooperation!!