POLYTECHNIC UNIVERSITY OF THE PHILIPPINES1

ASSESSMENT OF TRAINING NEEDS OF BARANGAY OFFICIALS IN THE

MUNICIPALITY OF MARIVELES, BATAAN

Research Proposal

Business Administration Department

Polytechnic University of the Philippines

Bataan Branch

In Partial Fulfillment

of the Requirements for the Subject

Mana 4103, Fundamentals of Research

by:

JISELLE SUBA RAMOS et. Al

October 2017
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TABLE OF CONTENTS

Chapter 1 THE PROBLEM AND ITS SETTING

Introduction…………………..……………………………. 4

Theoretical Framework..………………………………….. 6

Conceptual Framework……..……………………………… 16

Statement of the Problem…..…………………………… 18

Scope and Limitations of the Study…………………….. 20

Significance of the study..……………………………….. 21

Definition of terms..………………………………………. 22

Chapter 2 REVIEW OF RELATED LITERATURE AND STUDIES

Literature…………………..……………………………….. 26

Study…………………..……………………………….. 35

Chapter 3 RESEARCH METHODOLOGY

Methodology..…………………………………………….. 44

Method of Research..……………………………………. 44
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Research Design..………………………………………... 45

Sampling……………...…………………………………. 45

Population..……………………………………………… 46

Instrumentation…...……………………………………. 46

Data Collection Procedures..…………………………. 48

Research Model Variables…...……………………….. 48

Hypothesis…...………………………………………..…. 49
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Chapter 1

THE PROBLEM AND ITS BACKGROUND

Introduction

At the core of Filipino social life is the concept of community as reflected in

our own Barangays. Usherwood (1992: 19), a Library Information Science

commentator, conveyed that that there were at least 90 variations of the term

community. The variations of community show the remarkable fact that this term

has meant so much for humankind as does the term society since its inception in

history. Hence, as much as it has been written about in human history, the term

community has always been one of those perennial topics. In addition,

community has not only been written as tangentially related to any of its many

senses, but it has specifically been the topic of many books relating to it at a

theoretical and epistemological level. Delanty quotes “Community offers people

what neither society nor the state can offer, namely a sense of belonging in an
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insecure world. However, community also destroys this by demonstrating the

impossibility of finality. The new kinds of community are themselves, like the

wider society, too fragmented and pluralized to offer enduring forms of belonging”

(Delanty, 2003: 192)

The Republic Act 7160 or commonly known as the Local Government

Code of 1991 had enacted the transfer of power and authority form the national

government to local units. As the territorial and political subdivisions of the state.

One of the powers devolved to the local government unit is the power to create

its own source of revenues.

Local government has been considered important to the encouragement

of political education and participation, and the basis upon which services could

be provided according to local needs. Hence, relationships with the national have

been based on the partnership of free democratic institutions. Secondly, local

government has been seen as a rational from an administrative point of service

need under the direction of the national. On the basis local government is seen

as the agent of central government.

Mariveles at present is a far cry from the role it played from the pre-

Spanish and pre-war days. It now hosts the country's first economic zone, first

petrochemical industrial estate and plastic city (a petrochemical downstream

industrial zone specializing in polyethylene sheets), a grain handling terminal

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(ATI-SMC) and an integrated foot ware manufacturing plants based in the zone

and the Asia Pacific Maritime Academy.

The town is now a conurbation of different Filipino and foreign cultures as

local migrants flock to the municipality for job and livelihood opportunities.

Foreign expatriates associated with export manufacturing firms have also

established their residence in Mariveles.

Based on the 1995 census, the total population of Mariveles is 76,626

where 78% reside in the urban area and 22% in rural areas. Population growth

rate per annum is 4.71% or twice that of the province itself.

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Theoretical Framework

For the purpose of this study, the Pfeffer's organizational demographic

theory, the Kantz's three skill approach, andLewin’s four theory group is used.

Pfeffer's Organizational Demographic states that demography is the study of

composition of social entity in terms of its member attributes demography it

includes sex, age, civil status, educational attainment, position, length of service

and training or seminar attended. The researcher normally includes this factor

because this factor was a great significant in our study. Which can help to

determine the status of each respondent?

Kantz's Three-Skill Approach.The skills theory of leadership emerged as a

prominent theory in 1955 when Robert Katz published his paper "Skills of an

Effective Administrator" in the "Harvard Business Review." The research was

based on Katz’s own first hand observations of executives in the workplace and

on field research in administration. He suggested in the paper that effective

administration or leadership depends on three basic personal skills: technical,

human, and conceptual. He identified these three skill areas as the most

important skills that the executives had in common and used on a regular basis.

Katz identified three skills; technical, human, and conceptual as the basic

personal skills essential for leadership. Technical skills related to the field, human
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skills related to communicating with people and conceptual skills related to

setting vision.

As defined by Katz in 1955, ‘Technical skill is knowledge about and

proficiency in a specific type of work or activity. It includes competencies in a

specialized area, analytical ability, and the ability to use appropriate tools and

techniques’. Technical skills play an essential role in producing the actual

products a company is designed to produce. Having appropriate technical skills

signify that the person is competent and knowledgeable with respect to the

activities specific to an organization, the organization’s rules and standard

operating procedures, and the organization’s products and services. In an

accounting firm, technical skill might include understanding of generally accepted

accounting principles, accounting principles, knowledge of commercial laws,

knowledge of tax laws etc.

The Attributes of Technical Skills it refers to being knowledgeable

proficient in a specific type of work or activity. It is the ability to work with things.

Technical skill is proficiency, based on specific knowledge, in a particular area of

work. Technical skills are most important at lower and middle levels of

management. Technical skills are less important at upper/senior management

levels. Skill 2: Human Skills As technical skills relate to the ability to working with

things, similarly human skills relates to the ability to work with people. Human

skills are people skills which enable the leader to work effectively with
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subordinates, peers, and superiors. It is the leader's expertise in interacting with

others in a way that will enhance the successful completion of the task at hand.

Consequently, leaders with higher levels of interpersonal skills are better able to

adapt their own ideas to other people’s ideas, especially when this will aid in

achieving organizational goals more quickly and efficiently. These leaders are

more sensitive and empathetic to what motivates others, create an atmosphere

of trust for their followers, and take others’ needs and motivations into account

when deciding what to do to achieve organizational goals. Human skills refer to

the ability to work with people It is being aware of one's own perspective on

issues as well as the openness to hear and appreciate inputs of others on their

perspective. Leaders adapt their own ideas incorporating good themes from

those of others. Create an atmosphere of trust where employees/followers can

feel comfortable and empowered to contribute their best. Human skills are

important at all the three levels of management – Lower, Middle and

Senior.Skill3: Conceptual Skills. As a leader grows higher in organizational

ladder, the expectations from him are to provide strategic direction, create the

vision and motivate the folks to dedicatedly pursue the organizational goals.

These are Conceptual skills that allow the leader to think through and work with

ideas. Leaders with higher levels of conceptual skills are good at thinking through

the ideas that form an organization and its vision for the future. It is the ability to

work with ideas and concepts. Creating visions, strategic plans and setting

direction. These are cognitive, business, and strategic skills. Ability to work easily
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with abstractions and hypothetical situations. As leaders climb the career ladder,

higher levels of conceptual leadership skills became necessary. This skill is most

important for top managers. This skill is comparatively less important for middle

managers. This skill is least important for supervisory managers. Necessary skill

to climb the career ladder. Here are some examples of Conceptual Skills: Some

conceptual skills that are generally considered important are creativity, decision

making, wing to wing interconnectedness, thinking as a whole, strategic thinking,

problem solving etc.

Advantages of Skills Approach to Leadership:One of the major benefits of

a skills-based theory of leadership is that it acknowledges that anyone can

become a leader. Individuals only need to find relevant resources and work hard

to develop the skills of a good leader. This is encouraging for people who are

interested in gaining leadership effectiveness but do not possess the traits as

proposed in other trait based leadership theories. A skills-based leadership

theory also provides a competency based toolkit to organizations to recruit, train

and grow leaders in their organization by taking inventory of each potential

leader's skills in the important areas.

Limitations of Skills Approach to Leadership:Like other leadership models,

The Skills Model too has its inherent limitations because the development of

many of the skills might be dependent on personal traits and based on individual

personalities it might be easier or difficult for a person to develop certain skills.

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This model also focuses on identifying the skills rather than clarifying why some

skills influence leadership process.

This theory can help the researcher to assess the skills of the office

officials of selected barangay of Mariveles Bataan

Lewin's Four core theory the four core groups of theory, and explore some

of the tools and models that apply with each. (Keep in mind that there are many

other theories out there.)Trait Theories – What Type of Person Makes a Good

Leader? Trait theories argue that effective leaders share a number of common

personality characteristics, or "traits. “Early trait theories said that leadership is

an innate, instinctive quality that you do or don't have. Thankfully, we've moved

on from this idea, and we're learning more about what we can do to develop

leadership qualities within ourselves and others. Trait theories help us identify

traits and qualities (for example, integrity, empathy, assertiveness, good

decision-making skills, and likability) that are helpful when leading others.

However, none of these traits, nor any specific combination of them, will

guarantee success as a leader. Traits are external behaviors that emerge from

the things going on within our minds – and it's these internal beliefs and

processes that are important for effective leadership. We explore some of the

traits and skills that you need to be a good leader in our articles What a Real

Leader Knows, Level 5 Leadership, and what is Leadership? Behavioral Theories

– What Does a Good Leader Do? Behavioral theories focus on how leaders
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behave. For instance, do leaders dictate what needs to be done and expect

cooperation? Or do they involve their teams in decision-making to encourage

acceptance and support? In the 1930s, Kurt Lewin developed a framework based

on a leader's behavior. He argued that there are three types of leaders:

Autocratic leaders make decisions without consulting their teams. This style of

leadership is considered appropriate when decisions need to be made quickly,

when there's no need for input, and when team agreement isn't necessary for a

successful outcome. Democratic leaders allow the team to provide input before

making a decision, although the degree of input can vary from leader to leader.

This style is important when team agreement matters, but it can be difficult to

manage when there are lots of different perspectives and ideas. Laissez-faire

leaders don't interfere; they allow people within the team to make many of the

decisions. This works well when the team is highly capable, is motivated, and

doesn't need close supervision. However, this behavior can arise because the

leader is lazy or distracted; and this is where this style of leadership can fail.

Clearly, how leaders behave affects their performance. Researchers have

realized, though, that many of these leadership behaviors are appropriate at

different times. The best leaders are those who can use many different

behavioral styles, and choose the right style for each situation. Our article

"Laissez Faire" versus Micromanagement looks at how you can find the right

balance between autocratic and laissez-faire styles of leadership, while our

article on the Blake-Mouton Managerial Grid helps you decide how to behave
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as a leader, depending on your concerns for people and for production.

Contingency Theories – How Does the Situation Influence Good Leadership?

The realization that there is no one correct type of leader led to theories that the

best leadership style depends on the situation. These theories try to predict

which style is best in which circumstance. For instance, when you need to make

quick decisions, which style is best? When you need the full support of your

team, is there a more effective way to lead? Should a leader be more people-

oriented or task-oriented? These are all questions that contingency leadership

theories try to address. Popular contingency-based models include House's

Path-Goal Theory and Fiedler's Contingency Model. Power and Influence

Theories – What Is the Source of the Leader's Power? Power and influence

theories of leadership take an entirely different approach – these are based on

the different ways that leaders use power and influence to get things done, and

they look at the leadership styles that emerge as a result. Perhaps the best-

known of these theories is French and Raven's Five Forms of Power. This model

highlights three types of positional power – legitimate, reward, and coercive –

and two sources of personal power – expert and referent (your personal appeal

and charm). The model suggests that using personal power is the better

alternative, and that you should work on building expert power (the power that

comes with being a real expert in the job) because this is the most legitimate

source of personal power. Another leadership style that uses power and

influence is transactional leadership. This approach assumes that people do

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things for reward and for no other reason. Therefore, it focuses on designing

tasks and reward structures. While this may not be the most appealing

leadership strategy in terms of building relationships and developing a highly

motivating work environment, it often works, and leaders in most organizations

use it on a daily basis to get things done.

Conceptual Framework

The conceptual model that will be used in this research study is the input-

process-output model where it shows the series of boxes that are connected to

each other.
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INPUT PROCESS OUTPUT

Demographic profile
1.1 sex
1.2 age
1.3 civil status
1.4 educational
attainment  The good
1.5 length of service
performance of
1.6 training attended
employees or
Training needs officials that
2.1 Technical skills enhance
2.1.1 Information positive
technology skills contribution to
2.1.2 Analytical skills job satisfaction,
2.1.3 Technical  Survey morale and
writing skills
 Statistical motivation
2.2 Conceptual skills
Treatment
2.2.1 Team building
 Interpretation  It ensure that
2.2.2 Motivational
of data the training
skills
2.2.3 Decision needs of
making skills barangay
2.3 Interpersonal communities
skills based on local
2.3.1 Conflict development
Management plans are
2.3.2 Creative properly
Thinking identified and
2.3.3 Behavioral
adequately
skills
provided;
2.3.4 Communication
skills
Core Skills

This figure shows the Input Process Output in Assessment of Training Needs of

Barangay Officials in the Municipality of Mariveles Bataan

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Statement of the Problem

TRAINING NEEDS ASSESSMENT OF BARANGGAY EMPLOYEES IN THE

MUNICIPALITY OF MARIVELES, BATAAN.

MAJOR PROBLEM:

The study will assess the training needs of the barangay employees in the

municipality of Mariveles, Bataan.

MINOR PROBLEM:

Specifically, it will seek to answer the following research questions:

1. What is the profile of respondents in terms of?

1.1. sex

1.2. age

1.3. civil status

1.4. educational attainment

1.5. position

1.6. length of service

1.7. training attended

2. What are the training needs of the employees in terms of :

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2.1. technical skills

2.1.1. information technology skills

2.1.2. analytical skills

2.1.3. technical writing skills

2.2. conceptual skills

2.2.1. team building

2.2.2. motivational skills

2.2.3. decision making skills

2.3. interpersonal skills

2.3.1. conflict management

2.3.2. creative thinking

2.3.3. behavioral skills

2.4. communication skills

2.4.1. written communication

2.4.2. non-verbal communication

2.4.3. picking the right medium

3. How training needs can improve the respondents core skills in relation to:
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Scope and Limitations of the Study

The results of this study will be specific to the context of selected

barangays of Mariveles, Bataan. The possibility for the general applicability of the

findings is limited by the scope, the sample, and the socio-cultural and

educational context of this study.

This study is an attempt to assess the information needs of twelve(12)

barangays in Mariveles, Bataan. Specifically, the study would concentrate on the

following barangays due to limited time and financial constraints:

Another limitation of the study is the sample. This is limited only to the available

respondents. In terms of research approaches, survey and in-depth interview will

be conducted for this research. The nature of the information and responses that

will be obtained from respondents may affect the participants’ openness and

willingness to respond. Moreover, sample may be affected by respondents’

willingness and availability.

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Significance of the Study

A training needs assessment identifies individuals’ current level of

competence, skill or knowledge in one or more areas and compares that

competence level to the level required for their position or another position within

the organization. The difference between the current and required competencies

can help determine training needs. Rather than assume that all employees need

training or even the same training, management can make informed decisions

about the best ways to address competency gaps among individual employees,

specific job categories or groups/teams.

Assessments can be conducted at any time but are often done after hiring,

during performance review times, when performance improvement is needed, for

career development plans or succession planning, or when changes in an

organization involve changes in employees’ jobs. It is beneficial to perform these

assessments periodically to measure changes in employees’ knowledge and

skills and also training program effectiveness.

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Definition of Terms

With the purpose of elaborating technical terms used in this study the

following terms defined as follows

Barangay

 a unit of administration in Mariveles Bataan consisting of 18

barangays.

Barangay Officials

 The elected or appointed officials and personnel of a barangay unit

and the respondents of our study.

Captain/Chairman

 The highest elected official in a barangay.

Sangguniang Barangay

 Legislative body of barangay which should be composed of the

punong barangay as the presiding officer, the seven regular

sanguniang kagawad elected and the sangguniang kabataan

chairperson.
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Training

 Training is teaching, or developing in oneself or others, any skills

and knowledge that relate to specific useful competencies. Training

has specific goals of improving one's capability, capacity,

productivity and performance.

Training Needs Analysis

 Training Need Analysis (TNA) is the process of identifying the gap

between employee training and needs of training. Training needs

analysis is the first stage in the training process and involves a

procedure to determine whether training will indeed address the

problem which has been identified.

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Chapter 2

LITERATURE REVIEW

Brown (2002) “The assessment of training needs is an ongoing and vital

process, and through this assessment, an organization can be identified effective

training programs which achieve the objectives of the organization.”

Training needs assessment is a big help in determining the proper training

programs that shall be given to the employees, and it makes sure that it will be

effective and will take a positive effective to the organization. That will result to a

successful organization.
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McGehee and Thayer (1961) “There is a three-fold approach to determine

the types of training and development experiences that should be implemented,

including organizational analyses, task analyses, and person analyses.”

In determining the type of training for an employee, there is a three-fold

approach according to McGehee and Thayer. Organizational analyses focus on

the organization’s ability to support training. While, task analyses focus on the

knowledge, skills, abilities, and other personal characteristics required to perform

the agency’s task. And person analyses focus on the needs of the individual,

identifying personal characteristics possessed by the particular individual. These

three are needed for a specific organization to determine what kind of training

they need to give to their employees.

Campbell, 1988; Goldstein, 1986; Latham, 1989 “In the design of training

and development activities, a wide variety of instructional media is available to

trainers and managers”

For a training to be easily to understand and to be effective to employees

of an organization, managers and trainers must use specific instructional medias.

There are different instructional techniques that can be used, including lectures,

case studies, simulations, role-play exercises, and small-group discussions.

Regardless of the technique, trainees should be active participants in the

learning process. They should have an opportunity to practice their knowledge

and skills in a scenario that closely resembles the actual job situation.
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Tobey (2005) “ Training needs assessment is the process of identifying how

training can help your many organization reach its goals”

For training to be effective, training needs assessment is one of the factor

that helps organization to determine what kind of training will suits for each
employee.Assessing the training needs of employees will surely be easy for the
organization to give the specific training that may enhance their knowledge and
skills that will be beneficial for the organization to reach its goals.

Gower (1994) “A training need exists in an organization where there is a gap

between the present skills and knowledge of its employees and the skills and
knowledge required for effective performance”

There are signals for need of training that occur because of many
reasons, changes or as a result of performance deficiencies that may see in an
organization. Training needs assessment is needed to know the difference
between the present skills of the employee and the skills required for effective
performance. And what should the organization needed to do to improve the
employee’s effectivity and efficiency.

Swist (2001) “Assessment is part of a planning process which concentrates on

identifying and resolving performance problems “

Needs assessment is perceived as an important step in training and

consequently in performance improvement because it precedes the design and
development of any human resource development. By performing a need
assessment, organizational assets are protected and the resources are used
properly.

DeSario et. al. (1994), Training “refers to learning experiences designed to

enhance the short-term and/or long-term job performance of individual
employees”.

Training is a short term process, utilizing a systematic and organized

procedures by which non managerial personnel learn technical knowledge and
skill for definite purpose. Development on the other is long term educational
process utilizing procedure by which managerial personnel learn conceptual and
theoretical knowledge for general purposes.
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Appleby R. “Training is required to make persons behave differently or more

efficiently”.

There is no over-stressing the fact that the skill of persons that have
undergone training for specific period must improve since the objective of training
and development is to enhance and increase the level of performance of the
individual. It helps people to become qualified and proficient in doing some jobs.

Knootz and Donnel “The lessons learned from these experiences were so
valuable that managers possessed special knowledge and skills which could be
explained took firm hold.”

With the acquiring of adequate knowledge and skills, the technicalities

accompanying management in an organization become simple and well
administered to ensure rapid productivity. Without training and development of
personnel to meet with the increase in technology, management today would
have been a difficult and complex subject to approach.

Kaufman (1998) Organizational Element Model (OEM) " Needs assessment

framework reviewed that formally address the linkage between every result
focus(societal, organizational, small-group and individual)."

OEM framework suggests that a need assessment begin with a focus on

societal results and roll-down to organizational and individual or small-group
results. OEM is a dynamic template that can be used to identify the impact of
organizational action at all levels of results. Kaufman’s outside-in approach to
planning and inside-out approach toimplementation yield finding that may be
applied to data.

McArdle (1996) “Differentiates between two types of needs assessments".

The first type, problem analysis,“identifies a problem and offer solutions”.

The second, a competency model, considers the “available opportunities by
identifying and acquiring new skills and abilities or competencies”. To determine
which type of needs assessment suits their organizations, manager should
record the current work situation, clarify the objectives of the whole exercise and
seek management support.
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Synthesis of the Reviewed Literature and studies

Training needs assessment and another term, training needs analysis, are

two common terms that can be used to refer to the process of identifying training

needs (Ghufli, 2009). However, despite the fact that these two terms are often

used interchangeably, and many authors consider them as being similar,

Kaufmann et al. (1993) regard them as different, arguing that the purpose of

needs assessment are three-fold: to identify performance gaps, to prioritize them

and to address the most important ones. Assessment of training needs argued

to be diagnostic stage of training plan, and that assessment takes account issues

relating to the officials and the performance to establishwhether training can help

(Mathis and Jackson, 2010).

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Chapter 3

RESEARCH METHODOLOGY

Research Method Used

This chapter explains the design adopted to accomplish the study

including study model, variables tested for hypothesis, hypothesis, population,

sample size and data collection methods.

This research examines the training needs assessment of Barangay

employees in the Municipality of Mariveles, Bataan. The data has been collected

from the employees of selected Barangays in the Municipality of Mariveles,

Bataan. The data collected from the questionnaire has been tested in SPSS. To

form a relationship between the variables, regression and correlation has been
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tested. That illustrates the assessment of training needs of employee on selected

barangays.

Research design

In this research has examined the influence of training needs assessment

to the employees of each Barangay in the Municipality of Mariveles, Bataan. In

this research the primary data is about the demographic profile of the

respondents and the different training needs were selected as input. The process

is through survey and the output are to provide employees with career

opportunities consistent with corporate goals, objectives and strategies, to obtain

and enhance knowledge, skills and abilities related to their present duties and to

upgrade or maintain proficiency in their job.

Sampling

Availability or convenience sampling technique has been acquired for this

research. This technique was most useful as the workers and employees

specially the lower level ones are most feasible for this analysis
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Barangay Captain 10

Barangay Councillor 66

Treasurer 10

Secretary 11

Staff 22

TOTAL 119

Table shows the sample size of the study. The table shows that 10 of all the

respondents are Barangay Captain, 66 are Barangay Councillor, 10 are

Treasurer, 10 are Secretary and 20 are Staff.

Population

The population of this research consists of all employees of selected

barangays in the Municipality of Mariveles, Bataan.

Instrumentation

The questionnaire method is best utilized on social sciences researches

due to case in analysis and evaluation. As the surveys are most used
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methodology for data gathering purpose and are easy to collect maximum

information from huge population, they provide standardized information.

The survey questionnaire was consisting of 5 likert scale. The five likert

scale is as follows: (1) Strongly Disagree (2) Disagree (3) Undecided (4) Agree

(5) strongly Agree

The questionnaire was consisting of three special sections namely:

section (A), section (B) and section (C). Section (A) dealt with the profile

checklist that contains information pertaining to the respondents’ profile,

based on nominal and ordinal scaling was used. Section (B) comprises of

the closed ended questions regarding training needs of the employees in

terms of Technical skills, Conceptual skills, Interpersonal skills and

Communication skills and Section (C) is consist of the respondents core

skills that will be improve through training needs assessment.

Data Collection Procedures

The permission to conduct the study will be secured first at the office of

the barangay captains of the twelve barangays before the distribution of the

questionnaires.

The questionnaires will be distributed through the help of barangay staffs.

After the questionnaires are filled up, they will be consolidated by the
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researchers and the result will be organized and tabulated. It will be analyzed

and interpreted using suitable statistical measures.

Statistical treatment data

The data will be collected in this study will be organized and classified

based from the research design and problems formulated. The data will be

coded, tallied and tabulated to facilitate the presentation and interpretation of

results using the following tools:

Percentage will be computed for the profile of the respondents as to age,

sex, civil status, educational attainment, position, length of service and training

attended in the different barangays. The percentage of the item is computed by

dividing it with the sample total number of respondents who participated in the

survey.

Likert scale is used to measure the training needs of barangay employees

in the municipality of Mariveles Bataan. Likert scale contains a five point

response scale where the respondents will choose whether the program is

strongly Disagree, Disagree, Undecided, Agree, and Strongly Agree

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Research model variables

On the basis of the review findings the demographic profile of the

respondents and the different training needs was selected as input. The process

is through survey and the output are to provide employees with career

opportunities consistent with corporate goals, objectives and strategies, to obtain

and enhance knowledge, skills and abilities related to their present duties and to

upgrade or maintain proficiency in their job.

Hypothesis

H0: There is significant difference in the assessment of employees after a

based need training

H1: There is no significant difference in the assessment of employees after

a based need training.

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Conceptual Framework

•Enhance
employees
performance
•Demographic
Training Needs • The employees
Profile of the
Analysis are become
Respondents
efficient and
reproductive on
their job

•Survey

•Statistical Treatment

•Interpretation of Data