WACHEMO UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMIES

DEPARTMENT OF PUBLIC ADMINISTRATION AND DEVELOPMENT

MANAGEMENT

ASSESSMENT OF EFFECT OF THE TRAINING ON EMPLOYEE

PERFORMANCE : IN CASE OF COMMERCIAL BANK OF ETHIOPIA,
HOSSANA BRANCH

A SENIOR ESSAY SUBMITTED FOR THE PARTIAL FULFILLMENT OF

THE REQUIREMENTS FOR THE BACHELOR OF ARTS DEGREE IN
PUBLIC ADMINISTRATION AND DEVELOPMENT MANAGEMENT

BY: ABERA ELIAS

ADVISOR :BETEL ADARGE

JUNE, 2018

HOSSANA, ETHIOPIA
 Acknowledgment

The name of God, the most merciful the most gracious, the researcher thanks God the way he
has guided to him and given the ability, the knowledge and the wealth to write this senior essay.

Secondly, I would extend my gratitude and special thanks to my instructor and advisor Betel
Andarge for her professional, constructive, valuable, intellectual advice and guidance which
enable me to successfully complete my study.

I am in scarce of word to my mother Gate, my father, Elias, my sisters and my brothers for their
financial and moral support; otherwise I couldn’t have successful in my academic life.Lastly, I
would like to extend my deep gratitude for employees of Commercial bank of Ethiopia Hosanna
branch, who assisted mien filling questionnaire and provide sufficient information which is key
for the success of this study
 Abstracts

The study is designed to study the assess of the impact of training on employee performance in
case of commercial bank of Ethiopia in Hosanna branch. The main objective of this study is to
investigate compensation and its components such as salary, benefits, recognition, payments and
its impact on employee performance in Commercial Bank of Ethiopia Hosanna branch. The
study has geographical, conceptual and methodological delimitation. Also the study was limited
only Hosanna branch and it is difficult to generalize the finding of this study to employees of
other banks even to live in the same region rather than Hosanna town. The targeted population
of the study was employees of the bank. There are 64 employees in the bank. The sample were
selected census methods because; this organization small number of employees. The researcher
was used descriptive research design. To successfully accomplish study and meet the objectives,
researcher used both primarily and secondary source of data. The primary data were gathered
through questionnaires were prepared and distributed a sample of 64 respondents of bank
employees in Hosanna branch. The secondary source data was collected from journals, books,
internet and other reference particularly. The collected data is analyzed using descriptive
statistics such as tables, frequency and percentage. Finally the finding would be concluded and
the researcher gives his own recommendation based on the collected data.
 TABLE CONTENT
CONTENTS PAGE

Acknowledgment……………………………………………………………………………i

Abstract……………………………………………………………………………………ii

Contents………………............…………………………………………………….….…iii

List of Table………………………………………………………………………………vii

CHAPTER ONE

1. Introduction..................................................................................…1

1.1. Background of the study..........................................................................................1

1.2. Statement of the Problem............................................................................….........2

1.3. Research Question.........................................................................................…......3

1.4. Objective of the Study..............................................................................…...........3

1.4.1. General Objective.............................................................................…...........3

1.4.2. Specific Objective..............................................................................................4

1.5. Significance of the Study...........................................................................................4

1.6. Scope of the Study...................................................................................................4

1.7. Limitation.................................................................................................................5

1.8 Consideration of ethical issue……………....…………………………...…..………5

1.9.Organizati of the paper..............................................................................................5

CHAPTER TWO
2. Review of Related Literature……………………………..…………6
2.1. Definition of Training...............................................................................................….6

2.2. Nature of Training................................................................................................……6

2.2.1. Internal Training......................................................................................……….7

2.2.2 External Training.......................................................................................………7

2.3. Determining the Need For Skill Training.............................................................………..8

2.4. System View of Training...................................................................................………..8

2.4.1. The Need Assessment Phase..................................................................….…….8

2.4.2. Development Phase...........................................................................……….….8

2.4.3. Evaluation Phase........................................................................………………..9

2.5. Translating Need in to Objectives............................................................………...…….9

2.6. Types of Training.....................................................................................……….……10

2.6.1. Skill Training................................................................................…………….11

2.6.2. Retraining............................................................................................….…….11

2.6.3. Cross Functional Training................................................................………..…12

2.6.4. Team Training..................................................................................……….…12

2.6.5. Literacy training..............................................................................……….….13

2.7. Steps of Training............................................................................................….….….13

2.7.1. Need Analysis...................................................................................…….….14

2.7.2. Instructional Design......................................................................……..…..…14

2.7.3. Validation...........................................................................................…...…..14

2.7.4. Implementation...................................................................................…….…14

2.7.5. Evaluation and Follow-up...................................................................……….14

2.8. Legal Aspects of Training..............................................................................…………15

2.9. Values of Training.......................................................................................……..……15

2.10. Establishing Training of Objective................................................................…………16

2.11. Challenges of Training.................................................................................…………16

2.12. Transfer of Training.................................................................................……………16

2.13. Selecting and Training Trainers................................................................……………16

2.13.1. Staff Trainer..................................................................................…………16

2.13.2 Contract Trainer..........................................................................…………..17

2.14. Training Effect to Measure...................................................................………………17

2.15. Empirical Studies on the Impact of Training on Employee

Performance................................................................................................................17
CHAPTER THREE

3. Research Methodology……………………….……………………...18
3.1. Description of Study Area..........................................................................................18

3.2. The Research Design and Research Approach........................................................….18

3.3. Target Population.......................................................................................................18

3.4. Sample Size and Sampling Techniques………………...........................................…..18

3.5. Data Source and Collection Instrument........................................................................19

3.6. Method of Data Presentation and Analysis..................................................................20

CHAPTER FOUR

4. Data Analysis, Presentation and Interpretation…...…………….….21

4.1 General Characteristics of Respondent………………….……...……….……………21

4.2. Participating of Training………………………………….…...……………………..22

4.3. Types of training preferred…………………………………….……………….……23

4.4. Purpose of Training.....................................................................................................24

4.5. Method for Assessment of Training Need……………………………………………25

4.6 Selection of Trainee…………………………………………………………………..26

4.7. Benefits of Training and Development………………………………………….…….27

4.8 Evaluation of training result…………………………………….…………………..…28

4.9. Training Development and Need Assessed………………………………………..…30

4.10 Training and Performance of the Employee and Achieving the Performance …….......31

4.11. Challenges of Training…………………………………………………………….33

4.12 Requirement of Training Needs…………………………………………………….36

CHAPTER FIVE

5. Summery, Conclusion and Recommendation……………………….38

5.1 Summary of Major Findings ………………….……………………...38

5.2 conclusions…………………………………………….……………39

5.3 Recommendation……………………………………………………40

Reference

Appendix
 List of Table

Table 4.1 Gender of Respondents…………………………………………………........…21

Table 4.2 Ages of Respondents……………………………………………………………21

Tables 4.3 the Education Level of Respondents……………………………………………22

Table 4.4, Experience Background of Respondents..............................................................22

Table4. 5 participating Training………………………………………………………….…23

Table 4.6, Methods of Training preferred ………..………………………….…………..…23

Table 4.7, the Purposes of Training in organization………………………..……….………24

Table4. 8, Methods for Assessment of Training Needs.........................................................25

Table 4. 9 Selection of Trainee…………………………………………...………………..25

Table4. 10, Benefited from the Training and Development…………………………..….…..26

Table 4.11, evaluate the training result……………………….…………………………..…27

Table4. 12 the Relationship between Need Assessment and Training Development….……...28

Table 4.13 Training and Performance Achieving Successfully of the Employee…………..…30

Table 4.14 The Challenge of Training in Organization……………………….…….………30

Table 4.15 Requirement of training needs………………………………………..………33

 CHAPTER ONE

1. Introduction

1.1 Background of the study

Training is a process where by people acquire capabilities to aid in the achievement of
organizational purpose. Training can be viewed either narrow or broadly. In case of narrow
or limited sense training provides employee with specific, identifiable knowledge and skill
for used on their present job sometimes a distinction is down between training and
development with development being broader in scope. (Mathis and Jackson, 2002).

Traditionally most of the emphasis on training has been at the basic and advance skill level.
But now a days this requires employee to share knowledge and creativity use it to modify a
product and service the customer as well as to understand the service or product development
system. (Hollenbeck Grehan, 2006).

Training refers to the methods used to give new or present employees the skills they need to
perform their job. Training is a hall mark of good management and a task manager. Having
high potential employees doesn’t guarantee they will succeed. Instead they have to know
what you want them to do and how you want them to do it. If they don’t they would be the
job their way, not yours or they would improve or worse. Do nothing productive at all. Good
training is vital. (Dassler Gary, 2004).

In general training is much advantage in the company productivity and employee training can
be. Training that employees knowledge of foreign competitors, help ensure that employees
have the basic skill to work with new technology in organization, help employees understand
how to work effective in terms to contribute to service quality, ensure that company culture
emphasis innovation creativity and learning, Prepare employee to accept and work more
effective with other particular with minority and women (Hollenbeck, 2006).
Employee performance is defined as whether a person executes their job and responsibilities.
Many companies asses their employees performance on an annual or quarterly basis in order to
define certain areas that need improvement. Performance is a critical factor in organizational
success.

A learning management system can be a major influence in boosting employee performance by

helping lower your training cost and increase your training effectiveness. Litmus is the easiest to
used online training platform that your employee would gravitate to and actually enjoy doing
their training! you would be able to assign specific training to the individuals who need it most
track when it have been complete, and had automate reporting to show you how well the course
information would retained .Include videos, presentation files to distribute the training, and
assessment(Filippo 1998).

Finally employee at all level operates technical and managerial would require some training at
one or more points in their careers. Training gives new or present employees the skill they need
to perform their job. Training focused on skill needed to perform employee current job.
Employee and management development is training of a long term nature. This study is impact
of training on employee performance in commercial bank of Ethiopia Hosanna branch.
1.2 Statement of the problem
Now days every organization has its own objectives. One of this was increasing
organizational productivity. In order to improve performance, productivity are to be link with
technological change which in turn increases the quality of good and service. This also
requires a rapid change in products system and method. These employees are needed to be
trained to upgrade their skill and develop an attitude that permits them to adopt the changes.
This research need to be conduct is to know the impact of training on employee performance
and the problem of training by in the organization. Then the organizations apply this training
by what method to give the training, after the application of training program evaluates the
methods. i.e. the training is fail or success fact that motivated the investigator to conduct the
researcher is sometimes in some organization the work load is over by that reason does not
focused on the training. So the organization productivity is less by this case.

The impact of the training on employee performance is investigated as training impact for the
employees performance that means, change in employee performances by using training.
Training is the key elements of the employee performance that the existence of technological
advancement changes in working condition or production system. Impact of training is
investigated by other research; the researcher study in the large organization and the problem
of management on managing human resource.

Special, in case of commercial bank of Ethiopia Hosanna branch, it is own daily observation
when employees are complaining with the overall service they get form the bank .Even if the
banks uses modern technologies as that of private banks, but, still the employees are
complaining with different problems such as lack of good trainer, accepting unqualified
trainer, lack of financial budget, lack of them enough time, mis-mananging training problem,
bottlenecks, which resulted from large employees ,network failure etc.
 1.3 Research question
The researcher believed that study to give for the answer following research question.

1. What are the problems related to training program in commercial Bank of Ethiopia
Hosanna branch?

• What is the major employee training program of commercial bank of Ethiopia Hosanna
branch?

• What are mechanism /design used by the evaluating employee performance in

commercial bank of Ethiopia Hosanna branch?

• What are the recommended to solve the problem related to effect of training on
employees’ performance?

1.4 Objectives of the Study

1.4.1General objective
The general objective of this study is to assess of the effect of training on employees’
performance, in case of commercial bank of Ethiopia Hosanna branch.

1.4.2 Specific Objectives

This study tries to address a number of specific objectives:

• To identify the problem related to training program in commercial bank of

Ethiopia Hosanna

• To assess employees training program in commercial bank of Ethiopia Hosanna

branch

• To identify the various design of evaluating employee performance in commercial

bank of Ethiopia Hosanna branch

• To identify the recommended to solve the problem related to effect of training on

employee performance.
1.5 Significance of the Study
This study was important in the first, place for the researcher together award of bachelor degree
of public administration and development management research skill. Secondly, it serves as an
input for commercial bank of Ethiopia Hosanna branch in order to know what the potential
problems are and use mechanisms listed as a solution. For training related to problem. Thirdly,
the society to know the important advantage of training on employee performance and. fourthly,
this study can serve as a reference or base for other researcher.

1.6 Scope of the Study

The researcher concentration is the problems of training on employee performance in
commercial bank of Ethiopia Hosanna branch. The study would be conduction the operational
ever employees who directly participate in the main operation of the organization and restricted
to commercial bank of Ethiopia Hosanna branch which is located in Hosanna town. Hosanna
town located in southern nation nationality of peoples and 232km distance in the capital city of
Ethiopia Addis Ababa. Other researchers by the same title investigate the problem in the
different case area and different sample determination. The study under taken based on the data
completed from the year November to June in, 2010 E.

1.7. Limitation of the Study

Throughout the time of conducting the study, has faced different challenges and limitation.
Some of the challenges and limitation has included finance limitation, time limitation, and lack
of sufficient and reliable information.
1.8. Consideration of Ethical issue

The researcher would try to get reliable information from the respondents by showing good
approach for them. That is by using usually and understandable words in questionnaire by telling
them the objective and expect outcome of the study and by contacting them politely
consideration of ethical issues.
1.9 Organization of the paper
The study paper is organized in to five chapters. The first chapter consists of background of the
study, the statement of the problem, research question, and objective of the study, significant of
the study, scope of the sturdy, limitation of the study, consideration of ethical issue and
organization paper. Review of related literature which covers issue related to training. The third
chapter deals with methodology. The fourth chapter would be on data presentation, analysis and
interpretation and final chapter would be present summary of the major finding conclusion and
recommendations.
 CHAPTER TWO

2 .Review of Related Literature

2.1. Definition of Training

Training refers to planned effort by a company to facilitate the learning of job related knowledge,
skills or ability emphasized in training program and to apply it in their day to day activities.
Many companies are reconfiguration their training to gain a competitive advantage. This
involves use of high leverage training creating a learning organization, and nurturing continues
learning. High leverage training is to strategic business goal and objective, is supported by top
management, relies on an instructions design process to ensure the quality of training and contain
cost, and compared with or bench mark to programs in other organization. Training gives new or
present employee the skills need to perform their jobs. Training might this mean showing a
machine how to operate his new machine, a new sale person now to sale his/her firm product or a
new supervisor. How to interview and appraisal employee. Whereas training focuses on sells
needed to perform employee. The current job, employee and management development.
(Dressler, Gary 2004)

2.2. Nature of Training

2.2.1 Internal Training

Training in on the job locations tends to be viewed as being very applicable to the job, it saves
the cost of sending employees always for training and it often avoids the cost of outside trainers.
Often, technical training is conducted inside organizations. Technical training is usually skills
based for example training employees to run precision computer controlled machinery due to
rapid (Mathis and Jackson, 2002).
 2.2.2 External Training
External training may be used for several reasons.

• It may be less expensive for employer to have an outside trainer conduct training in areas
were internal training resources are limited.

• There may not be sufficient time to develop internal training materials.

• The human resource staff may not have the level of expertise needed for the subject
materials where training is needed.

• There are advantages to having employee interact with managers and peers in other
companies in training programs held externally.

One growing trend is the out sourcing of training in which vendors are used to rain employees
(Ibid).

Off the job training is an effective alternative to of job training. The common example of off
the job training is formula courses simulation are role playing exercises in a class room setting.
One advantage of off the job training is that it gives employees extended entrusted period of
study. (Gomez Mejia and Balkans card 2003)

Class room instruction: are used in many organizations to impart information to trainees,
although widely viewed as “boring” class room instruction can be exciting if other presentation
techniques are integrated with the lecture. In class case exercise and role play provide an
opportunity for trainers to apply what is being to ought in the class and transfer that knowledge
back to the job. Solving and discussing case problems helps trainer learn technical material and
content. (Gomez Mejia and Belkin Cardy 2003)

Orientation: is the planned introduction of new employees to their jobs, their co-workers, and
the organization. However orientation should not be a mechanical one way process. Because all
employees are different, orientation must incorporate a sensitive awareness of the anxieties
uncertainties, and needs of the new employees. Orientation in one form or another is offered by
most employers orientation requires cooperation between individuals in the human resources unit
and other managers and supervisors. The over goal of orientation is to help new employees learn
about the organization. (Mathis and Jackson 2002)

2.3 Determining the need for skill training

The first step in a deterring what training is required. If any the main task in assessing the
training needs of new employees is to determine what the job initials and break it down in to sub
tasks, each of which is then thought to the new employee. Assessing the training needs of current
employees can be more comply since it involves the task of deciding whether or not because of
lake of deciding whether or not training is the solution. For example performance may be down
not because of lack of training. But the standards are not clear or because the person is not
motivated. Task analysis and performing training needs. About 19% of employers reporting in
one survey said that they used task analysis of the job requirements to determine the training
required. (Dressler Gray, 2004)

2.4. System view of Training

2.4.1. The Need Assessment phase

Determine the problem of need that the training must address. The overall purpose of the
assessment phase is to determine if training is needed and if so to provide the information
required designing the training program. Assessment consists of their level of analysis
organizational, task and personal analysis (Roberts, P.B 2006)

2.4.1.1 Organizational
Examine broad factors such as the organization culture, mission, business climate, long and short
term goal and structure. Its purpose is to identify both over all organization. Needs and the level
of support for training perhaps the organization lacks the resource needed to support a formula
training program, or perhaps the organizations strategy emphasizes innovation. In both cases the
organizational analysis that reveals such information plays a major role in determining whether
training will be offered and the type of training that would be most appropriate (Ibid)

2.4.1.2. Task Analysis

Task analysis is an examination of the job to be performed. It focused on the duty and tasks of
jobs throughout the organization to determine which jobs require training a recent and carefully
conducted job analysis should provide all the information needed to understand the job
requirements. These duties and tasks are then used to identify the knowledge, skills and ability’s
requires performing the job adequately. Then the knowledge skill and abilities are used to
determine the kinds of training needed for the job (Ibid)

2.4.1.3. Personal Analysis

Determines which employees need training by examining how employee will are carrying out
the tasks that make up their jobs. Training is often necessary when there is discrepancy between
a worker’s performance and the organization expectations or standards. Often, a person analysis
entails examining workers who are weak in certain skills. The source of most performance rating
is the supervisor (Hememan G, 2006).

2.4.2. Development phase

The training program that results from assessment should be a direct response to an organization
problem or need. Training approaches vary by location, presentation and type. In location option
training can be carried out either on the job or off the job. In the very common method, in the
present action option trainers use a variety of presentation techniques in the session. In the last a
type approach that are commonly used in today’s organization skill, re framing, cross, functional,
team training, creativity, literacy, diversity, customer, service(Ibid).

2.4.3. Evaluation phase

In the evaluation phase of the training process, the effectiveness in monitory or non-monetary
terms whatever the terms the training should be judged on how will it addressed the needs is was
designed to address.

For example, a business may evaluate a training program designed to increase workers’
efficiency by assessing its effects on productivity or costs. But not in terms of employee
satisfaction, all too often the evaluation phase of the training process is neglected this is
tantamount to making an investment without ever determining if you’re receiving and ad
equating return on it. Granted collecting the necessary data and finding the time to analysis
training result may be difficult. (Gomez-Mejia and Balkan cardy 2003)
2.5. Translating Need in to Objectives
Once training needs have been determined, the human resource staff is ready to translate the
skills need in to specific training objectives or desired outcomes of training activities. These
objectives are then used to determine the specific courses that will be offered. Ideally training
objectives should include such matters as the specific skills to be taught. The number of people
to be trained and form which units and the period with in which training should take place.
Objectives of training program that don’t relate directly to specific job skills should also be
considered. Training objectives include the general content of the training to be given. An
extensive survey of companies with a hundred or more employee inquired in two types of
training given. The most frequently reported training subjects where new employee orientation,
leader ship, personal computer application, performance appraisal, safety and team building is
rely a combination of training in group process skills and team problem solving. (Wendell L.
French, 2001).

2.6. Types of Training

There are many approaches to training. We focus on the types of training that the commonly
used to day’s organization.

2.6.1 Skill Training

When we think of training, most of us probably envision a program that focuses on particular
skill needs on no deficit. Indeed this type of training is probably the most common in
organization. The program is fairly simple. The need for deficit is identified via a thorough
assessment. Specific training objectives are generated, and training content is developed to
achieve those objectives. The criteria for assessing the effectiveness of training are also based on
the objective identified in the assessment phase.

Training for the intensive user group involved based cover age of expected behavior and
instructions in the phone system’s specific operational features. Among training program
features video tape of good and poor role model is of phone interaction shown to secretaries and
switch board operator (Marques 2006).
 2.6.2. Retraining
Retraining is a subset of skill training retraining focuses on giving employees the skills they need
to keep place with the changing requirement of their job. For instance however professional
government workers may be at traditional skill such as sewing, they will need retraining then the
company invests in making equipment. At the top of the corporate agenda, may companies rush
to their employee skills.

They erroneously believe that automation means a lower skilled work force, when in fact; it
often requires a more highly skilled one.

Retraining not only involves getting the presently employed up to speed but also providing
training assistance to displaced and unemployed workers (Ibid).

2.6.3. Cross Functional Training

Cross-functional training involves training employees to perform operations in areas other than
their assigned job. There are many approaches to cross transitional training.

For example:-

• Job relation can be used to provide a manager in one functional area with a broad
perspective.

• Department can trade personal for periods of time so that each works or set of worker
develops and understanding to the other department operation.

• Peer trainers – high performing workers who double as internal on the job trainers can be
extra ordinary effective in helping employees develop skills in another area of
operation(Ibid)

2.6.4. Team Training

Many organizations are organizing more of their own around teams. Some organization makes
sense to train employees in how best to won in teams. But surrounding little is known about how
to do team training (Ibid).

• Training should emphasize the inter dependency of team members.

• Instructions should instill the recognition that team goals an individual’s goals are not
always the same and provide strategies for dealing with conflicting that will inevitably a rise
between the two.

• Flexibility should be emphasized because team work almost always gives rise to unexpected
situation.

2.6.5. Literacy Training

Literacy training is the abilities to write, speak, and work well with other is critical in today’s
business environment. Before proceeding further, it is important to clarify some definition, the
term literacy is generally used to mean the most early of basic skills, the subjects normally taught
in public schools reading, writing, arithmetic and their uses in problem solving, literacy divided
in to.

General literacy is a person’s general skill level and functional literacy is a person’s skill in a
particular contents area. An employee is functionally literate if he or she can read and write will
enough to perform important job duties. (Gomez Mejia and barkan Card 2003)

2.7. Steps of Training

2.7.1. Need Analysis

Identity specific objective job performance skills needed to improve performance and
productivity.

• Analyze the audience to ensure that the program will be suited to their specific level of
education, experience and skills as well as their attitude and personal motivation.

• User research to develop specific measurable knowledge and performance objectives

(Ishwar Dayal 2001).

2.7.2. Instructional Design

Gather instructional objectives, methods, media, description and sequence of content,
example, exercise and activities. Organize them in to a curriculum that supports adult learning
theory and provide a blue print for program development.
• Make sure all materials, such as video scripts, leaders’ guides and participants work books,
complement each other (Ibid)

2.7.3. Validation
• Introduction and validate the training before a representative audience. Base of final revising
on pilot results to ensure program effectiveness. (Moffie R,1999).

2.7.4. Implementation
• When applicable boast success with a train the trainer workshop that focuses on presentation
knowledge and skill in addition to training content (Bamberger and Missoula, 2000).

2.7.5. Evaluation and Follow – up

Assess program success according to

• Reaction documents the learner’s immediate reaction to the training.

• Learning use feedback advice or post-test to measure what leaner have actually learned.

• Behavior note supervisor’s reaction to learner performance following completion of the

training (Bradley, P 2003).

2.8. Legal Aspects of Training

Under equal employment legislation several aspects of you training program must be assessed
with and toward a program’s impact on women of minorities.

Suppose completing the training program is prerequisite for promotion. Members of protected
groups should have as much chance of successfully completing the training.

Negligent training occurs when an employee sub sequence harms a third party.

Courts will find the employee liable in case of negligent training particularly when the employee
business or service is oriented to wars servicing the public, precautions include.

• Confirm claims of skill and experience for an applicant.

• Reduce the risk of harm by extensively training employees who work with dangerous
equipment materials process.
• Ensure that the training includes procedures to protect their parties health and safely.

• Evaluate the training activity to determine its effectiveness in reducing negligence risks
(Dressler Gary, 2004).

2.9. Values of Training

Many training programs of today’s are aimed at educating employees about the firm most values
and convincing employees that these should be their values as there. The orientation training
program is organization similar to other organization. The first top manager spends about an
hour and a half training values.

Succeeding sessions sue lectures and exercise to explain each of basic value. The core value such
as “respecting people” making our employee full partner. Building customer satisfaction through
team work and putting is to make believed of leader through illustrating what these values mean.
(Dressler Gary 2004).

2.10. Establishing Training Objectives

• Clear and concise objective must be formulated for training. Without them, designing
meaning full training program would not possible, worthwhile evaluation of a program’s
effectiveness would also be difficult at best, these purpose and objective for training
program involving employment compliance.

• Purpose to provide the superior with.

• Knowledge and value of consistent human resource practice.

• The skills to apply them.

• Objective are able

• City the supervisor area affected by employment lows on discrimination.

• Identify acceptable and unacceptable actions.

• State how to get help on equal employment opportunity matters.

• Describe why we have disciple and grievance procedures.

• Describe out discipline and grievance including who is corrected.

As we see the purpose is clearly established first. The first specific learning objectives that
follow leave little doubt of what participants should learn from the training. With these types of
objectives, managers may determine whether a person has obtained the necessary knowledge
from the training for instance trainee either can or not state how to get on equal employment
opportunity matter (Mondy Dole and Permeably, 1999).

2.11. Challenges of Training

Upgrading employee’s performance and employing their skills through training is necessary in
today’s competitive environment and demands are changing very rapidly as technology
advances. Organization that neglects to train their work forces are during them serves of the
human resource. They need to prosper or even to survive.

Using learning principle to develop training material, the learning principles described above
should be considered not only when designing the training environment but also when
developing training material (Gomez Mejia and Belkin Gary, 2003).

2.12. Transfer of Training

The ultimate of training program is that the learning that the learning that occur during be
transferred back to the job. Research strongly supports the view that the post training climate will
affect whether training influence behavior or result on the job these include ideas for the training
session itself as well as for the employee once the or she returned to the job. (Fohn Bernard
2007)

2.13. Selecting and Training Trainers

An effective training program cannot be developed if effective trainers are not available.
Organizations have the option of using staff trainers or of seeking contract trainers outside or of
doing both (Kirk Patrick,2005).

2.13.1. Staff Trainers

When available staff trainer:- full time specialist on the organization payroll or members selected
to do part time training can be less expensive that trainer who are independent contractor,
depending on the total training load. Internal training can also be totally designed and executed
by the organization. The key to success, however, is selected the right individuals and providing
them with the tools they need to be effective.

Selecting good trainer is often not easy many firms for example, tend to select their best workers
or supervisor at trainers, trainers must be educated in the overall process of training and in the
specific training program in which they will be involved.

A positive by product of using company supervisors and manager as trainer is that their
involvement tends to increase their support of the training program. Further their participation
gives them a chance to test new idea unsafe environment (Ibid).

2.13.2. Contract Trainer

If the staff trainers are not available because of in adequate or for reasons such as production
pressures, the firm can turn to contract trainers. When such trainers are sought both the
individual trainers and the training organization must be evaluated carefully are also be sued,
they most, of source, be inspected. Before such training begins at least one conference should be
had with members of the outside training organization. Issues such as training objectives and to
provide any other information the trainer might need.

The use of outside trainers has several advantages. First, productive employees are not taken the
job. Second, firms can be hired that specified in training and have experience need trainers who
understand the process of training and how it should be done (Wendell. L. French, 200).

2.14. Training Effects to Measure

Four basic categories of training outcomes to measured

• Reaction first evaluates trainee’s reaction to the program.

• Learning you can test the train to determine whether they learned the principles, skill and
facts they were supposed to learn.

• Behavior next as whether the trainee’s behavior on the job charged because of the training
program.
• Result but probably most importantly ask, the training program may successes in terms of
the reactor from trainee, increased learning and even changes in behavior. But it the results
are not achieved, then the final analysis, the training has not achieved its goals. (Dresser
Gray, 1998).

2.15. Empirical studies on the Impact of Training on Employee Performance.

First, if any person has to come up with questioner that is there any need for employee training?
The answer of this question is yes of course. Because of many rezones training is important for
instance, employees to done work effectively, too familiar with new work or technology to
utilize material efficiently the organizational growth and other. Training is important for
employee performance.

So, how to serve the training for employee? These are the work (function) of human resource
department or training program describes. But the selection of the training program is depends of
the employee work behavior and organizational geographical location.

What type of training give the employee? Depends on the employee type for example, senior
employee training needed skill up grading and the new employee is basic orientation type
training is needed.

From much amount of literature available on employee training, it is clearly evident that a lot of
surveys regarding employees and what training them have been undertaking. These employee
training survey have been conducted in many different job situation, among different categories
of employees, using different research methods and application. One of the very first surveys to
be conducted was on developmental bank workers by (Hessen 2002). According to research
carried out by developmental bank employees gives training to use the employee up grad
performance and the researcher using the sample and the purpose of the research is to upgrading
research skill. The researcher conclude the survey describe the important use of training the
employee give 1, the training upgrading skill and ability to work.

2, increasing organizational productivity and decreasing wastage of time and material. 3,

especially the` new worker smoothly survive within the organization.
 CHAPTER THREE

3. Research Methodology

3.1Description of Study Area

The researcher is conduction Commercial bank of Ethiopia Hosanna branch Hosanna town is
found in Hosanna Hadiya Zone, south nation nationalities and people region. It has around 64
employees and plays the leading role in the whole economy of the country. Commercial Bank of
Ethiopia, branch located in Hosanna town in north part of Ethiopia which is around 232 km
distance from Addis Ababa and 167 km distance from Hawasa regional capital city.

3.2. The Research Design and Research Approach

The research design select for the study is descriptive survey method .Because it tries to describe
and explain the data for purpose describing the nature of existing condition such training on
employee’s performance activities. Both qualitative and quantitative method of research be use
in this study. Basically quantitative methods of the research focus study which conduct through
questionnaire were as the qualitative approaches. Since, the major focused of this study is to
assess training on employee’s performance.

3.3. Target Population

The population for this study would be employees of the commercial bank of Ethiopia Hosanna
branch. The total number of employees is 64 in the organization.

3.4 Sample Size and Sampling Techniques

The target population on this study would be 64employees who are working commercial Bank of
Ethiopia Hosanna branch .The researcher used census method because the number of employees
in the sector is small .From the given population researcher take 64 employees all, who found in
commercial bank of Ethiopia Hosanna branch.

3.5 Data Source and Collection Instrument

Both primary and secondary source data would be used for this study. Primary data would be
collected through questionnaire and the questionnaires would be include both close ended and
open ended question for the employees of the bank. Secondary data would be collected from
different books, manual reports, written documents and different website.

3.6 Method of Data Presentation and Analysis

After the data collection the end of the collection of all data, it would be transferred for analysis.
First, data include quantitative and qualitative approach would be employees for further analysis
the data by descriptive analysis is method with the support to table, percentage that would. be
uses for data interpretation and description of the data.
 CHAPTER FOUR

4. Data Analysis, Presentation and Interpretation

This part deals with the data analysis, presentation and the interpretation. The analysis of the data
collected during process of the research 64 copies of questionnaire were distributed to employees
of commercial bank of Ethiopia Hosanna branch. From 64 questionnaire distributed 60 was filled
properly, while one of them is not filled properly and three of them where not return the
questionnaire at all, so analysis is based on respondents of 60 employees

4.1 General Characteristics of Respondent

Characteristic include sex, age, educational level of respondents and years of service of the
respondent or experience background

Table 4.1 Gender of Respondents

No Item Respondents

1 Sex Frequency Percentage

A, Male 48 80%

B, Female 12 20%

Total 60 1oo%

Source: own survey, 2018

According to table 4.1item, 1 include population comprises of 48 (80%) male and 12 (20%) in
the organization female. this implies that the 60 respondents, 48(80%) respondents are male and
remaining 12(20%)are female these indicate that, the majority of the banks employees are male.
Table 4.2 Ages of Respondents

No Item Respondents

2 Age Frequency Percentage

A, 21-24 10 17%

B, 25-31 20 33%

C, 32-38 18 30%

D, 39 and above 12 20%

Total 60 100%

Source own survey, 2018

The above table 4.2, item 2, show that the respondent 10 (17%) of them were with the range of
21-24, 20(33%) of them are between 25-31, 18 (30%) of them are between 32-38, while 12(20%)
of them are found to be above 39 years old. This implies that the information gathering from age
of employees. This organization is in more employees between 24-31 years old and above years,
because this organization working is productivity.
Tables 4.3 the Education Level of Respondents

No Item Respondents

3 Educational level Frequency Percentage %

A, Certification 4 7%

B, Diploma 5 8%

C, Degree 45 75%

D, Masters and above masters 6 20%

Total 60 100%

Source own survey, 2018

The above 4.3, item3, show that the educational level of the respondent 4(7%) of them are
certification, and 5 (8%) of them are diploma, 45(75%) of them are degree holders and 6(10%)
of the respondents are masters and above masters.

The information which indicates in the above table 4.3, majority of the respondents is highly
qualified having degree and masters experience. So, the respondent are qualified and experience
these are conformable to the researcher because the respondent are knowledgeable and
experienced. Hence the larger portions of these respondents have a lot of information
accumulated through their longer exposure and experience.
Table 4.4, Experience Background of Respondents

No Item Respondents

4 Work experience Frequency Percentage

A, 0-2 years 14 23%

B, 3-5 years 18 47%

C, 6-8 years 14 23%

D, 9 years and above 4 7%

Total 60 100%

Source own survey, 2018

According to the table 4.4, item 4, the respondents year of service, 14(23%) of the respondent are
below 3 years or 0-2, 18(47%) of them are in the service range of 3-5 years,14(23)of them are in
the service range 6-8 years and 4(7)respondents are in the service 9 and above years.

There for, this implies that majority of respondents is work experience, so they can give relevant
and reliable information about the commercial bank of Ethiopia Hosanna branch to explain the
extent of employee’s participation in training.

4.2. Participating of Training

To participate employees the training the organization must evaluate and organization can
increase training effectiveness through evaluation.
Table4. 5 participating training

No Item Respondents

1 Have you participated Frequency Percentage (%)

any training program?

A, Yes 44 73%

B, No 16 27%

Total 60 100%

2 Did it increase them

performance of
employee?

A, Yes 42 70%

B, No 18 30%

Total 60 100%

Source: own survey, 2018

The above table 4.5, item1, show that most of the respondent, 44 (73%) of them is participated in
training and the rest of, 16 (27%) don’t participating any training program in the organization.
According to the item 2, shows that most of the respondent the answer of the questionnaire 42
(70%) training increases the performance of employee and, 18 (30%) does not increase the
performance. This implies that the respondent is capable to the researcher i.e. almost all
respondent participating training and agreed training increase the performance because of this
reason respondents necessary to the study.
4.3. Types of training preferred
In this method mostly consists of on the job and off the job training. On the job training:
employee training at the place of the work while he/she is doing the actual job usually a
professional trainer serves.

In off the job training is used in situation in which the participating of the new employee would
slow production.

Table 4.6, Methods of Training preferred

No Item Respondents

1 Which training program did Frequency Percentage

you preferred?

A, On the job training 50 83%

B, Off the job training 10 17%

Total 60 100%

Source own survey, 2018

The above table 4.6, item1, 50 (83%) of the respondent preferred on the job training, while the
rest of, 10 (17%) of respondent preferred off the job training. This implies that the respondent
one job training is the most important one of such and service giving organization. As the above
finding from the respondent, on the job training is the most preferred by the employees. On the
job training is better than off the job training, these are it save the cost of sending employee and
the cost of outside training. So the training department should try as much as possible to make it
is training more job related to meet the trainee’s need for at least a combination of it.

4.4. Purpose of Training

The purpose that each employee trained for is very necessary in order to improve performance
and get an experience. So, purpose of training ensures that the ultimate training design supports
employees’ performance and there by helps the organization.
Table 4.7, the Purposes of Training in organization

No Item Respondents

1 What is the purpose will be training in Frequency Percentage (%)

the organization?

A, Skill up grading 22 37%

B, For promotion 12 20%

C, To improve performance 18 30%

D, To be formalizing with 8 13%

organization?

Total 60 100%

Source: own survey 2018

Above table 4.7, item1, 22(37%) of the respondent respectively, said that the purpose for which
they were trained for was, skill upgrading, 12(20%) of them, for promotion, 18 (30%) of
respondent the purpose of trained is to improve performance and the rest of 8 (13%) of them are
to be formalizing with organization. The researchers understand from the table the main purpose
of training organization is to upgrade employee skill and improve performance. So, training is
important to upgrade employee skill and improve performance especially new employee.

4.5. Method for Assessment of Training Needs

In this method the organization what methods uses the assessing the training need
Table4. 8, Methods for Assessment of Training Needs

No Item Respondents

1 Which method does the Frequency Percentage

training department for
assessment training needs
use?

A, Organizational analysis 22 37%

B, Task analysis 36 60%

C , I don’t known 2 3%

Total 60 100%

Source: own survey, 2018

Above table 4.8 item 1, present method of need assessment that the company used. According to
the majority of the respondent 36(60%) replied that the company uses the task analysis method
of training need assessment, 22(37%) of the respondent replies that the company uses
organization analysis and the rest of 2 (3%) of the respondent states him I don’t know what basis
the organization assess training needs.

This implies that the task analysis of need assessment is the best choices of the design and
implementation of training and development system.

4.6 Selection of Trainee

In case of the selection of trainee, the program may have been designed for new employee or
may be to the help employees whose skill may be obsolete techniques similar to selection.
Procedure may be used to select trainees especially when those whose attend the program may
be promoted or receive wages or salaries as a result
Table 4. 9 Selection of Trainee

No Items Respondents

1 Is there any criterion for the selection

trainee?
Frequency Percentages (%)

A, Yes 48 80%

B, No 12 20%

Total 60 100%

2 What are the criteria for selecting

trainee?

A, Seniority 18 30%

B, Job relation 30 50%

C, Combination 8 13%

D, By chance 4 7%

Total 60 100%

Source own survey, 2018

The above table 4.9, item 1,shows the respondent’s answer for the criteria of selecting trainees
used by there any criteria for selection of trainees almost respondents that means48(80%)the rest
of respondents the criteria of the selection trainees and 12(20%) them are respondents are no
criteria of selection in trainees . According to item2 respondents, 30 (50%) of the respondents
replied that the company focuses on job relatedness, 18 (30%) of the respondents indicate that
the company focuses on seniority in order to select trainees, and 8 (13%) of the respondent
replied that the criteria that company used is combination. i.e., seniority, job relatedness and
those range is 4 (7%) also replied that the criteria that company uses is by chance. This implies
that the major selection method of bank is relatedness. This helps to decide the types of training
program because the training serves in senior employee and new employee are different. Similar
job is needed similar training program so, the organization is effectively selecting employee for
training.

4.7. Benefits of Training and Development

The benefits of training and development program depends on program, depends on both
organization and the employees, the organization must provide good training to employees and
employees must participate the training in order to get experience to improve his/her
performance.

Table 410, Benefited from the Training and Development

No Items Respondents

1 Who benefited from training Frequency Percentages (%)

and development?

A, Employee 18 30%

B, Organization 12 20%

C, Both of them 30 50%

Total 60 100%

Source: own survey 2018

Above table 4.10, item, 1 regarding the beneficiary from training and development program, the
majority of the respondents, 30 (50%) replied that both the organizational and the employee
foreseen fitted, whereas, 18 (30%) the respondent replied that the has benefited out of it and the
rest of the respondent, 12 (20%) replied that it is only the organizational that has benefited out of
it. The researcher seen the theoretical framework, it is apparently that the training has benefited
to both the organization and employees from this background organization improve the training
program.
4.8 Evaluation of training result
Evaluating training program is how to know, designed for practitioners in the training fields who
plan, implement and evaluate training programs

Table 4.11, Evaluate the Training Result

No Items Respondents

1 After complaining of Frequency Percentages (%)

training program due
company the results?

A, Yes 18 30%

B, No 42 70%

Total 60 100%

Source: own survey 2018

The above table 4.11, item 1, shows that most of the respondents, 42 (70%) replied that the
organization doesn’t evaluate the result of training. But the rest of, 18 (30%) of the respondents
argue that there is an evaluation after completion of training. So, the answer of the respondent is
almost does not evaluates the result of the training. Has can be seen the organization evaluate the
program is very strong because of this reason the organization correct this strong part of the
training program. Training without evaluation is nothing.

4.9. Training Development and Need Assessed

Is training program is grounded in the needs for the organization and with the need assessment
trainee rise development and delivering training that does not support organizational needs and
does not deliver value to the organization and clients.
Table4. 12, the Relationship between Need Assessment and Training Development

No Items Respondents

1 What extent does the need Frequency Percentages (%)

identifying the gap between
employee performance and
job requirement?

A, Very strongly 6 10%

B, Strongly 32 54%

C, Weak 20 33%

D, Very weak 2 3%

Total 60 100%

Source: own survey 2018

In the table4.12, item 1 the respondents asked about the extent that the need assessed by the
company identify the gap between employee performance and job requirements. From these, it
can be seen that 6(10%) of the respondents replied that the need assessed very strongly identified
gap and 32 (54%) these replied that the extent of need assessed by the gap between employee
and job requirement is strongly where as 20 (33%) of these replied that the extent of need
assessed by the company identifying finishing the gap between employee and job requirement is
weak, and the rest of the respondents 2 (3%) replied that the need assessed is very weak
identifying the gap between employee and job requirement, So were the gap between employee
performance and job requirement is strong. The relationship of need assessed training and job
requirement is strong, to increase effectiveness of training.

4.10 Training and Performance of the Employee and Achieving the

Performance Successfully
In case of when the organization gives employee better training, then the expected performance
of the employee become are effectiveness
Table 4.13 Training and Performance Achieving Successfully of the Employee

No Items Respondents

1 Training is very Frequency Percentages (%)

important in
achieving the expect
performance from
employee?

A, Agree 22 37%

B, Disagree 7 11%

C, Strongly agree 28 47%

D, Strongly disagree 3 5%

Total 60 100%

Source own survey 2018

The above table 4.13, item 1, to assess the question training is very important in achieving the
expected performance from the employee respondents regarding this table shows almost
22(77%) agreed on the importance on training in achieving employees performance while 7
(11%) of them disagree on the training employee performance,28(47%) of strongly agree on the
important training in achieving employees performance and, 3(5%)them of the strongly disagree.

This implies that majority of respondents are the training is very important in achievingexpect
performance from the employees. The more respondents agrees of these are training is important
to achieving employee performance.

4.11. Challenges of training

Challenges of training are when the organization neglect to train their work forces is during them
serves of the human resource. In order to avoid that upgrading employees is performance and
improving their skills through training is necessary in today is competitive.
Table 4.14, the Challenge of Training in Organization

No Item Respondents

1 What are the challenges of Frequency Percentage

training in organization?

A , lack of sufficient budget 30 50%

B, Miss-managing training 6 10%

program

C, Lack of interest to train

16 27%
employees

D, Lack of professional
trainer 8 13%

Total 60 100%

Source: own survey 2018

According to explain the table 4. 14, item 1, shown the possible ways the challenge training from
the respondents 30 (50%) said the challenge is lack of sufficient budget, 6(10%) said miss
managing the training program, 16 (27) of them lack of interest to train employee and the rest of
8(27%) of them lack of interest to train employees and the rest of 8 (13%) lack of professional
trainer. From this researcher can infer that lack of sufficient budget and lack of interest to trainee
is the main challenge for training program.

4.12 Requirement of training needs

Basic requirements of training needs are written specifically to show you how to accomplish the
important goal of delivering relevant training as a business partner of your organization. In order the
organization develop requirements of training need.
Table 4.15Requirement of training needs.

No Items Respondent

1 Are there any training needs Frequency Percentages (%)

which required in commercial
bank of Ethiopia Hosanna
branch?

2 A, Yes 58 97%

B, No 2 3%

Total 60 100%

If your answer for question

number 15 is Yes please specify
mansion

Oracle soft ware and application 10 17%

Customer management system 8 13%

Mobility 6 10%

Combination above 36 60%

Total 60 100%

Source: own survey 2018

On table 4. 15, item 1 the respondent asked about the requirements of training need. From these,
it can be seen that 58 (97%) of the respondents replied that there is a requirement of training
needs, whereas, the rest of 2 (3%) of the respondent who agreed negatively said there is no any
requirement of training needs.

According to the majority of respondent, once can understand that there is training needs which
required in commercial Bank of Ethiopia Hossana branch which is necessary in order to provide
good training and employee improve their performance.
On item 2, the table, the respondent also asked if your answer is “yes” specify, the most of the
respondents those are ranges of 36(60%) were selected combination of the above where as
10(17%) of them were selected oracle software and application, 8 (13%) of them respondents
also were selected customer management system and the rest of the respondents those are 6
(10%) were selected mobility. This implies that the organization depending on the work needed
training program is different.

Open Ended Question Analysis

There are open ended question prepared by the research for the employee which is above training
program of the organization the respondents that the research get were summarized as follows.

In the need of employees the major training program gives the advantage both the employee and
the organization. According to own survey the respondent answer the question what are the
major employees training program. Almost all of the respondent, in the moment of technological
improvement or introducing new technology, on the situation or timely needed training, best
work place wellness program, most important benefits to employees. On the other hand the
researcher problem of related in training program your bank.

• Lack of financial budget

• Lack of them enough time

• Lack of the professional and technical person which give

the trainee for the employee

• Lack of professional liability

• Possibility of poor interaction and sufficient time

After the student research asked the employee what are the recommended to solve the related
with in impact of training in the bank. The faced before the respondent were summarized as
follows.

The banks learning and development department must schedule the training program clearly,
sufficient budget time be allocated for each type of training by the human resource manager.
 CHAPTER FIVE

5. Summery, Conclusion and Recommendation

5.1 Summary of Major Findings

Regarding on the result of the study, summary of findings were presented as follows.

In the objectives of assess impacts of training on employee performance in case study of

Commercial Bank of Ethiopia Hosanna branch. The total employee in number 64. Researcher
selected all employees for survey and the survey data collected by questionnaire.

• Almost the entire respondent is participated in training program; i.e., 73% of the
respondents participated in training and the rest of 27% of the respondents doesn’t
participated training program. According to the respondent participating training is
different purpose most of the respondent to train the purpose of skill upgrading and
improving performance 67% of them and 33% of them were to formalizing with
organization and promotion.

• Regarding the information the large part of respondent 83% on the job training is
preferred and 17% of the respondent preferred off the job training. The organization
assessing training needs used 60% of respondent the training department used task
analysis, 37% is the organization analysis the rest of 3% is the answer to give I don’t
know.

• According to the respondent 50% of them the agrees.

• Regarding to the respondent many challenges of training the organization 50% of

respondent lack of sufficient budget is more challenged training program, 27% of the
respondent lack of interest to train employees and 13% of them are lack of
professional trainer and the rest of 10% is miss-managing the training program.

• From the information table 12, 97% say yes any training required 3% of no and
commercial Bank of Ethiopia in Hosanna branch many need required according to
respondent 40% of the respondent oracle software and application, customer
 management system, mobility and 60% of them are combination of the above
training need

• According to respondent checking of employee performance related to the training is

almost all respondent in practical or the corporation serve the examination.

• Regarding100% of their respondent simple work

• The last and the most important investigation the major training program in
commercial bank of Ethiopia in Hossana branch, according to own survey the
respondent give the answer required training program decide is when the necessary
situation is exist or depends on the organization work
5.2 conclusions
The main objective of this study is to assess the effect of training on employee
performance of commercial Bank employees in Hosanna branch. The conclusion of
the study is presented briefly as follows.

During the study was conducted the research used primary data the target population
were all commercial Bank of Ethiopia in Hosanna branch employee whose total size
were 64 employee and also the respondent is also 60 employee. The data also
collected through a questionnaire and analyzed based on both qualitative and
quantitative expression.

Regarding the respondent almost all respondent agree training increases the
performance of employees. And above 70% employees participated in training so,
training gives many advantage both of the employees and organization

Finally, the main objective of the research is satisfied, i.e., training is really
increasing the performance of employees regarding the respondent.

Training improves the performance of training. However, many challenges involve

in the training process, these challenges are: lack of sufficient budget, lack of interest
to train and lack of professional trainer most of them the respondent, lack of
sufficient budget and lack of interest to train is biggest challenge of the other.

During the study was conducted the major training program in commercial bank of
Ethiopia Hosanna branch respondent almost all it decides depends on the work type
and the other respondent is in the moment of technological improvements
(advancement) to help going on familiar with technology training program.

After the serving of training evaluate the result is the most important. However in
commercial bank in Ethiopia Hosanna branch regarding the respondent most of them
are doesn’t evaluate after completion of training. In the last of this sentence doesn’t
evaluate the result of the training. It is impossible to check the result.
The selection of trainee and training program is wrong is fail i.e. the training doesn’t
give expected performance. According to the commercial bank of Ethiopia Hosanna
branch employees the selection of trainee is depends on criteria.

Finally, training in commercial bank of Ethiopia in Hosanna branch is important to

the growth of organization and employee’s skill because of this reason the employer
of commercial bank of Ethiopia in Hosanna branch needed the training in many
purpose
5.3 Recommendation
From what the respondent in the questionnaire indicated the following can be
recommended with regard to training in commercial Bank of Ethiopia in Hosanna
branch. Regarding the respondent training increasing the performance that means the
performance of employer increases the performance of organization to be increase.
Because training gives many advantage for example, according to the respondent
upgrading employee skill to improve organizational performance and to help
familiarize with new technology. So, the researcher recommended the organization
create the training opportunity for the employees because training helps increasing
the employee and organizational.

Training improves the performance of employee. However, many challenges

involve in training process for instance lack of sufficient budget, the organization
how to solve this challenge. Many alternatives to solve the challenge. These are
equity finance, loan and as the government service agency request the training
budget from the government. The research recommends the effective alternative of
the organization are request the training budget from government. On the other hand,
lack of interest to trainee is another big challenge of training the organization aware
the trainer. So, the organization effectively translates the researcher comment in
practice benefited to training process.

According to this survey the commercial Bank of Ethiopia in Hossana branch

evaluation method is very strongly. Evaluation is the most important to create
effective training. The researcher recommends usually after the completion of
training the organization evaluate the result of training. By using the evaluation
method, the evaluation methods are given the exam for the employees, by survey of
research and development focused on result of training. Evaluation important to the
training program, for example to get effective method of training, to search the
failure of training to lead corrective action and to know the employee need.

In order to develop the necessary skill in the area where training needed. A properly
prepared training in need assessment should be provided before ending the training,
so as to avoid the problem that could possibly arise.
 Finally, I recommended further research to focus upgrade the quality and
performance of commercial Bank of Ethiopia Hosanna branch to produce skill manpower.
 Reference
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no187, Nol, pp.28-38

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organization, India manager, vol., 1 No 2, pp.21-28.

• Hollenbeck and Gerhat (2006), Human resource management 5thedition

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Berkeley street boston4edition

APPENDIX _1
 WACHEMO UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMS

DEPARTMENT OF PUBLIC ADMINISTRATION AND

DEVELOPMENT MANAGEMENT

Dear Respondents

This questionnaire is prepared by the under graduate student in the department of public
administration and development management for the partial fulfillment of requirement for
bachelor degree in public administration and development management.

The purpose of this questionnaire is to assessment of the impact of training on employee

performance taking commercial bank of Ethiopia Hossana branch as a case study area. The
information you will supply to this inquiry is used for the above mentioned objective only and
will be kept confidential.

Thank you your collaboration.

General Instruction

1. No need to writing your name

2. Put a tick mark [ ] your choice for ended questions

3. Write your opinion for open ended question

Part One: personal information of the respondents

1. Sex: A/ Male B/ Female

2. Age: A/ 21-24 B/ 25-31

C/ 32-38 D/ 39 and above

3. Educational level: A/ Certification B/ Diploma C/ Degree D/ Master and

above Master
4. Year of service A/ 0-2 years B/3-5 years C/6-8 years

D/ 9 years and above

Part Two: Information related to basic research questions or objectives

1. Have you participated any training program?

A/Yes B/No

2. If your answer for question number “1” is yes did it increase the performance of employees?

____________________________________________________________________

3. Which training program did you preferred?

A/ On the job training B/ Off the job training C /If any, please
mention____________________________________________ 4.What is
the purpose you will be training in the organization?
A/Skill upgrading B/ to improve performance C/For promotion

D/ to be formalizing with organization

5.Which method is used by the training department for assessing training needs?
A/Organization analysis B/ I don’t know C/Task analysis
6.What is the criterion for selecting trainee?

A/ Seniority B/ Combination C/ Job relation D/ by chance

7.Is there any criterion for the selection of trainees?
A/Yes B/No
8.If your answer for question number “7 “yes what kind of criteria?
________________________________________________________________________

________________________________________________________________________

9. Who are benefited from training and development?

A/ Employee B/ Organization C/Both of them .
10. After completion of training program does company evaluate the result?

A/ Yes B/No

11. If your answer for question number “10” Yes how does your organization evaluate the result?

______________________________________________________________________________
_______________________________________________________________

12. What extent does the need assess identifying the gap between employee performance and job
requirement?
A/Very strongly B/strongly C/weak D/Very weak
13.Training is very important in achieving the expected performance from employee?
A/ Agree B/ Disagree C/ Strongly Agree D/ Strongly Disagree
14.What are the challenges of the training in organization?
A/Lack of sufficient budget

B/Miss- managing the training program

C/Lack of interest to train employees

D/ Lack of professional trainer.

15. Are there any training needs which required in commercial bank of Ethiopia Hosanna
branch?
A/Yes B/No

16. If your answer for question number “15” is yes please specify it?

______________________________________________________________________________

______________________________________________________________________________

17. What are the major employees training program?

______________________________________________________________________________
______________________________________________________________________________
18. What about the problems of related in training program in your bank?
______________________________________________________________________________
______________________________________________________________________________

19. What are the recommended to solve the problem related with impact of training in your
bank?
______________________________________________________________________________
______________________________________________________________________________