Hope Enterprise University College

School of graduate studies

The Effect of Training and Development on enhancing journalist Performance

A case study of Ethiopian Broadcasting Corporation ( EBC Meznagna channel)

By: Yenenesh Mengist

A thesis Submitted to Hope Enterprise University for the Partial Fulfillment of the
Requirement for the Degree of master in Business Administration (MBA)

May2022
 Addis Ababa, Ethiopia

Hope Enterprise University College

School of graduate studies

The Effect of Training and Development on enhancing journalist Performance

A case study of Ethiopian Broadcasting Corporation ( EBC Meznagna channel)

By Yenenesh Mengist

A thesis Submitted to Hope Enterprise University for the Partial Fulfillment of the
Requirement for the Degree of master in Business Administration (MBA)

Advisor: Getachew Mohammed. (PhD)

May2022
Addis Ababa, Ethiopia
 Declaration
I, Yenenesh Mengist, declare that this work is entitled “The Effect of Training and
Development on enhancing journalist Performance A case study of Ethiopian Broadcasting
Corporation (EBC Meznagna channel) is the outcome of my own effort and that all sources of
materials used for the study have been duly acknowledged. I have produced it independently,
except for the guidance and suggestion of the research advisor. This study has not been
submitted for any Degree in this University or any other University. It is offered for the partial
fulfillment of the Degree of Master of Arts Degree in Business Administration (MBA)

Name: Yenenesh Mengist

Signature:_________________

Date of submission: May, 2022

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Hope Enterprise University College

The Effect of Training and Development on enhancing journalist Performance A case

study of Ethiopian Broadcasting Corporation (EBC Meznagna channel)

ADVISOR CERTIFICATE OF APPROVAL FORM

This is to certify that the thesis. Entitled “The Effect of Training and Development on
enhancing journalist Performance A case study of Ethiopian Broadcasting Corporation (EBC
Meznagna channel) submitted to the post graduate studies program of Hope Enterprise University
College in partial fulfillment for the requirements of a master of Art degree in Business
Administration (MBA) program has been carried out by Yenenesh Mengist ID 104096 under
my supervision. Therefore I recommend that the student has fulfilled the requirements and
hence can submit the thesis to department of Business Administration (MBA) for defense

Name of Advisor: Getachew Mohammed. (PhD)

Signature ………..Date ……..

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Approval

We, the undersigned certify that we have and here by recommendation to the Hope
Enterprise University College to accept the thesis is sumitted by yenenesh megist entitled The
Effect of Training and Development on enhancing journalist Performance A case study of
Ethiopian Broadcasting Corporation (EBC Meznagna channel) for the fulfillment of the
requirement for award of master’s degree in Business Administration (MBA)

Name of name ……………….…………… Signature…………………. Date……….........

Name of Internal Examiner ……………………Signature………….…….. Date………….

Name of External Examiner …………………… Signature………….…… Date……………..

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Acknowledgment

First and foremost, I am grateful to the Almighty God and his Virgin Mother for blessing me
With abundant health and well-being that were necessary to complete this study; (including all
my Patron Saints and Archangels)
I would like to extend my gratitude to my advisor, Dr. Getachew , for his remarkable prompt
replies and advice, admirable guidance and patience
I am also very grateful and hugely appreciative to my good friend Samuel kebede who was
always by my side advising and encouraging me; and especially for his assistance with the
SPSS software. I will for always remain grateful and thankful for his kind support and
assistance
I am also very grateful to all my family. Especially, my mom, W/ro Getenesh Ayalew takes
the lion share of supporting in my study shouldering the great responsibility by creating
conducive and peaceful environment in all my academic achievements
Finally my sincere thanks to EBC staff journalists who devoted their time to complete the
questionnaire and to make the interview that served as study material for this study

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 CONTENTS

Contents
Abstract ................................................................................................................................................ viii
LIST OF ACRONYMS ......................................................................................................................... ix
1. INTRODUCTION ............................................................................................................................. 1
1.1 Background of the Study .............................................................................................................. 1
1.2. Back ground of the organization (EBC) .......................................................................................... 3
1.3 Statement of the Problem .............................................................................................................. 4
1.4. Research Questions .......................................................................................................................... 5
1.5. Objectives of the Study .................................................................................................................... 6
1.5.1 General Objective .................................................................................................................. 6
1.5.3 Significance of the Study ........................................................................................................... 6
1.6. Scope of the study ............................................................................................................................ 7
1.7. Limitation of the study ..................................................................................................................... 7
1.8. Organization of the Study ............................................................................................................ 8
1.9. Definitions of Terms ..................................................................................................................... 8
REVIEW OF RELATED LITERATURE ........................................................................................................ 10
2.1 Definition of Concepts .................................................................................................................... 10
2.1.1 The Concept of Training and Development ............................................................................. 10
2.1.2 Nature of Training and Development ...................................................................................... 10
2.1.3 Definition of Training .............................................................................................................. 11
2.1.5 Training Needs ............................................................................................................................. 16
2.1.6 Purpose of Training...................................................................................................................... 17
2.1.7 Benefits of Training ..................................................................................................................... 18
2.1.8. Training Design.................................................................................................................... 19
2.1.9 Factors Affecting Training Program ............................................................................................ 19
2.1.10 Performance ...................................................................................................................... 20
2.1.11 Employee (journalist) Performance ....................................................................................... 20
2.1.12 Improving Employee (journalist) Performance .................................................................. 21
2.1.13 EBC Meznagna(መዝናኛ) channel’s Training and development ......................................... 21
2.2. Conceptual Framework .............................................................................................................. 22
Research Design and Methodology ...................................................................................................... 23

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 3.1 Introduction ................................................................................................................................. 23
3.2 Research Approach ..................................................................................................................... 23
3.3 Research Design.......................................................................................................................... 23
3.4 Types and source of data............................................................................................................. 24
3.5 Methods of Data Collection ........................................................................................................ 24
3.6. Instrument of Data Collection .................................................................................................... 24
3.6.1 Questionnaire ....................................................................................................................... 25
3.6.2. Interview ............................................................................................................................. 25
3.6.3 Target Population ................................................................................................................. 26
3.7. Method of sampling ................................................................................................................... 26
3.7.1. Sampling procedure ............................................................................................................ 26
3.7.2. Sample size ......................................................................................................................... 26
3.8. Data analysis .............................................................................................................................. 27
3.9 validity and reliability tests ......................................................................................................... 27
3.10 Ethical Considerations .............................................................................................................. 28
4. DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS ............................... 29
4.1 Demographic Information of the Respondents ........................................................................... 29
4.1.1. Respondents Background .................................................................................................... 30
.......................................................................................................................................................... 30
4.1.3. Educational background ...................................................................................................... 31
4.2 Correlation analysis .................................................................................................................... 38
4.3. Regression analysis .................................................................................................................... 39
4.5 Description & analysis of data obtained through interview with Human Resource Manager .... 43
Based on finding of the research the following summary, conclusion and recommendation are
presented below. ................................................................................................................................... 47
5.1 Introduction ..................................................................................................................................... 47
5.2 Summary of Findings .................................................................................................................. 47
5.3 Conclusion .................................................................................................................................. 49
5.4 Recommendation ........................................................................................................................ 50
References ............................................................................................................................................. 52

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LIST OF TABLE

Table 4.1.1– Gender composition of Respondents ........................................................................... 30

Table 4.1.2 Age Distribution of Respondents ....................................................................................... 31
Table 4.1.3 Educational background of respondents ........................................................................... 32
Table 4.1.4 work experience of journalist............................................................................................. 32
Table 4.1.4 the trainings given by EBC Meznagna are based on the job need (performance gap) ...... 33
Table 4.1.5 from the training given, I acquired the necessary skills needed to do my job ................... 33
Table 4.1.5 the training methods used by EBC Meznagna are very effective ...................................... 34
Table 4.1.6 the training developed my ability to understand new jobs and methods ........................... 34
Table 4.1.7 In all training and development programs I clearly understood the objectives of the
training? ................................................................................................................................................ 35
Table 4.1.8 the training helped me in developing interrelationship with my staff ............................... 35
Table 4.1.9 the training evaluation done after the training program is effective .................................. 36
Table 4.1.11 I feel that training enable me to perform my work with greater accuracy and precisely . 37
Table 4.2.1 Correlations........................................................................................................................ 38
Table 4.3.2 ANOVAa .......................................................................................................................... 41
Table 4.3.3 coefficientsa ...................................................................................................................... 42
Table 4.3.1 Model Summary................................................................... Error! Bookmark not defined.

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Abstract
The quality of Human Resource is an asset to any organization and as a result training has become
really an issue that has to be faced by every organization today. The effectiveness and success of
an organization lies on the people who perform their job within the organization. This study,
therefore, was conducted to determine the effect of training and development on enhancing
employee performance: A case study of Ethiopian Broadcasting Corporation ( EBC Meznagna
channel). . The main objective of training and development is to improve journalist knowledge
and the skills for their better performance. The performance is measured in terms of the
improvement in motivation, efficiency and the Employee Job Satisfaction In this study, the
researcher used both primary data and secondary data sources. Primary data were collected
through questionnaires and interview and secondary data were collected by referring relevant
reports and documents of the media .The researcher used Both quantitative and qualitative data
collection methods will utilize to conduct this study .The samples were taken from total of 200
( EBC Meznagna staff journalist 133 were participated. The study was carried out simple
random sampling techniques The questionnaires were analyzed using descriptive statistics, one
way ANOVA ,correlation and regression with the support of statistical software program namely
Statistical Package for Social Science (SPSS version 20) for analyses and summarization purposes.
The finding reveals that the effect of Training Practice and journalist performance is positive and
significant. The research has confirmed that training has increase journalists motivation and leads
them to be satisfied with their jobs. Based on the findings of the study, the researcher recommended
that the EBC meznagna should introduce more training programs for journalists, which are more
suitable to the skills needed at work, as well as they should give journalists equal opportunities for
attending the training courses

KEY WORDS: TRAINING AND DEVLOPMENT ON JOURNALIST PERFOMANCE IN EBC

MEZNAGNA

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LIST OF ACRONYMS
SPSS - Statistical Package for Social Science

EBC - Ethiopian Broadcasting Corporation (containing all channels)

ETV- news -Ethiopian television news channel (Amharic version)

ERTA-Ethiopian Radio and Television agency (both ETV and Ethiopian radio channels)

ESAT- Ethiopian Satellite Television

HRM- Human Resource Management

WPE- Workers’ Party of Ethiopia

ANOVA – Analysis of variance

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CHAPTER ONE
1. INTRODUCTION

1.1 Background of the Study

Training and development is one of the key factors in improving employee performance in
most organizations today and employees are the most valuable asset of every company as they
can make or break a company’s reputation and can adversely affect profitability. The
implementation of training and development are one of the major steps that most firms need
to enhance employee performance. With the organization having better trained and developed
employees organizations are of course able to have better and improved performance.
Improved capabilities, knowledge and skills of the talented workforce proved to be a major
source of competitive advantage in a global market (Elnaga, A., & Imran, A. 2013). To develop
the desired knowledge, skills and abilities of the employees, to perform well on the job,
requires effective training programs that may also effect employee motivation and
commitment (Meyer and Allen, 1991). In order to prepare their workers to do their job as
desired, organizations provides training as to optimize their journalist’s potential. Most of the
firms, by applying long term planning, invest in the building new skills by their workforce,
enabling them to cope with the uncertain conditions that they may face in future, thus,
improving the employee performance through superior level of motivation and commitment.
When journalists recognize their organization interest in them through offering training and
development programs, they in turn apply their best efforts to achieve organizational goals,
and show high performance on job.

Human resource is the lynchpin of any organization; either non-profit or profit oriented.
Without people, an organization cannot exist. Attention on the people and the meeting of their
needs is important to achieve corporate objectives. According to Yahaya (2007), training and
development is a very important component of human resource\administration and
management, knowledge and skills. According to Maund (2001), if employees are to
experience flexibility and effectiveness on the job, they need to acquire and develop
knowledge and skills, and if they are to believe that they are valued by the organization they

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work for, then they need to see visible signs of management’s commitment to their training
and career needs.

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 Training is therefore holds the key to unlock the potential growth and development
opportunities to achieve a competitive edge. In this context, organizations train and develop
their employees to the fullest advantage in order to enhance their effectiveness (Devi &
Shaik, 2012). Effective training programs help journalists to get acquaintance with the
desired new technological advancement also gaining full command on the competencies and
skills required to perform at a particular job and to void on the job errors and mistakes
(Robert, 2006).Amongst the important function of human resource management, one of the
crucial function is employee development through proper training and development
programs. Employee development refers to the capacity and capability building on an
employee, and thus as of whole organization, to meet the standard performance level
(Phillips, JJ. 1991). More the developed employees, more they are satisfied with their job,
hence increasing the firm productivity and profitability. (Champathes, 2006). Although
training aims at increasing employee’s efficiency by fostering positive change in their
knowledge, skills, capabilities and or attitude, is not the solution for all performance related
problems to be faced by an organization. Yet, to make best out of training interventions
organizations should exert concrete efforts to assess the effect of training and development
practice in terms of enhancing employee performance. Training is a key element for
improved organizational effectiveness; it increases the level of individual and organizational
competences

1.2. Back ground of the organization (EBC)

Television Service in Ethiopia under the nationalization of Ethiopia Broadcast Corporation
passes major steps. The National public broadcaster EBC (formerly ERTA) started
broadcasting in 1962 as the first television station in Ethiopia and government owned
television (Jemaneh & Yohanes, 2017) and it is headquartered in Addis Ababa, Ethiopia
and it is the country's oldest and largest broadcaster. Here's more than half of the century
now when Radio and TV is in Ethiopian homes (ERTA, 2009). Ethiopian Television was
able to present the program to its viewers through different processes which came into
existence in 1965 (Sileshi, Binyam, and Yemane, 2016). Thus, the Ethiopian Television
Service was almost an organization that had put its own footprint which was crucial to the
country's educational development (Meseret, 2013). EBC referring to the federal state
media and it is the first and foremost Ethiopian Broadcasting Corporation (EBC) (Jemaneh
& Yohanes, 2017). EBC is contain news channel and entertainment with 24 hours
coverage, with content on culture, politics, documentaries, and economy (ERTA, 2009)
ETV continued to serve the military government (dergue), since its establishment, has
remained within the hands of the government, with its operations and substance controlled
by the government.

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 Color television was introduced in 1982 by the military government in order to
commemorate the founding of the Workers’ Party of Ethiopia (WPE). At that time, most
broadcasts were in Amharic languages, the official languages of the Ethiopian government
and also continue the common complaint about ETV, it was gradual decline in the quality
of programs (Simon, 2005). Since 1991, after EPRDF run the show of the nation, extra a
few news and program sections were broadcasted in other languages such as Afaan Oromo,
Somali, Tigrigna, Afar, Harari, as well as English, Arabic, and French. The name of EBC
was changed in different time for organizational administrative; like ETV, ERTA and
EBC. As in Ethiopian Broadcasting Corporation, Editorial Policy listed; in 2014, the
channel changed its name from ETV to EBC, also changed its logo. In 2015, EBC and
other local channels overhauled their news studios with more advanced hardware. Also in
March 2018, EBC's logo was transferred to ETV and made a new transmission frequency
and sister channels with their possess substance and its presently broadcasting on Ethio-
sat and Nilesat. It's 100% owned by the Ethiopian government, EBC Editorial Policy
(2014: 7-10)
(Mulatu, 2017: 112) Nowadays, EBC owns multi channels and platforms. In its
mainstream media it has three TV channels, ETV Zena (ዜና), which is the main news
channel with 24 hours coverage broadcasting in Amharic language, ETV Languages
(ቋንቋዎች) channel, which focuses on news and programs with seven local verbal languages
and one sign language (Afaan Oromo, Tigrigna, Qafaraf and Somali), three international
languages (English, Arabic and French) and ETV Meznagna (መዝናኛ) channel, this focuses
on entertainment like music, dramas, shows, sports, lifestyles. EBC also have three radio
channels; Ethiopian radio mainly targeted for nationwide coverage whereas, FM Addis
97.1 for Addis Ababa residents and around, and FM104.7 which, is in foreign languages
targeting the diplomatic community in Addis Ababa. Also have a new media platform,
which is internet based access like Face book, web site and YouTube, for its audience.

1.3 Statement of the Problem

Knowledge and skills needed by an organization can be provided to journalists through training
(Fitzgerald, 1992) because not all journalists will come to the job with complete knowledge and

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experience necessary for performing assigned tasks. Therefore, most organizations consider the
development of human resources as important investment effort towards the development of the
performance of the organization. Human resource department has a role to improve the
organization’s effectiveness by providing journalists with knowledge, skills and attitudes that will
improve their current or future journalist performance (Goldstein & Ford, 2002).The main method
suggested for human resource development is the provision of training. Training is a key element
for improved organizational effectiveness; it increases the level of individual and
organizational competences and helps to reconcile the gap between what should happen and
what is happening between desired targets or standards and actual levels of work performance.
The performance gaps must be filled through proper training programs by training employees
so as to ensure that they know what to do the job, and how to do it. Therefore, this study
attempts to contribute in filling the knowledge gap the research took in to consideration the
problems and analyzed the situations so as to minimize and close the gap by investigating and
understanding the phenomenon through the relevant literature and focused into the practices
and challenges of the training and development programs and effectiveness on enhancing
journalist performance initiated in Ethiopian Broadcasting Corporation (EBC Meznagna
channel)

1.4. Research Questions

The research will answer the

following key research questions.

1. What are the major objectives of the training and development programs for journalist
introduced in EBC Meznagna channel and how did the level of performance and the
training practice look like?
2. What was the relationship between training and employees performance and how
committed the top management in supporting and implementing training and
development programs?
3. How much the organization is effective from training program

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1.5. Objectives of the Study
1.5.1 General Objective
The general objective of the research was to examine and understand the effect of
training and development programs on enhancing journalist performance in Ethiopian
Broadcasting Corporation EBC Meznagna channel

1.5.2 Specific Objectives

1. Point out the training practices and methods of the organization in in relation to the
level of journalist performance in Ethiopian Broadcasting Corporation EBC Meznagna
channel
2. Identify the impact of current training practice of in relation to the level of journalist
performance in EBC Meznagna channel
3. Evaluate the effectiveness of training in terms of the objectives intended to achieve
and make necessary suggestions based on findings of the study.

1.5.3 Significance of the Study

Training and development becomes inevitable the moment an organization realizes the
need for improvement and expansion in the job. The purpose of the research was to
conduct a descriptive study and examines the effect of training and development on
enhancing employee performance in EBC Meznagna channel. Most of the times,
organizations embark on job enlargement and enrichment to promote employees’
morale, desire, motivation and satisfaction when in the fact the real problem with work
performance lies in capacity building and development. The study becomes necessary
because many media in this contemporary world are striving to gain competitive edge
and there is of course no way this can be achieved and get success without increasing
employees’ competencies, capabilities, knowledge, skills, etc. through adequate
training and designs. The study would have a substantial significance in understanding
training and development programs and schemes provided in media industries relation
with companies’ profitability and productivity.

Particularly, the research would help a lot to understand the impacts of training and
development programs delivered within Ethiopian Broadcasting Corporation EBC
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 Meznagna channel since the research has drawn some conclusions, recommendations
as to the contribution of the training and development programs in filling journalist
performance gap. Moreover, the study would be of paramount importance for Ethiopian
Broadcasting Corporation EBC Meznagna channel to understand how journalist’
development in their knowledge, skill and abilities is directly related to build
confidence, create journalists responsible and loyalist to profession and Journalists with
basic skill of journalism and have to exercise their knowledge of profession. It is not
only enough training to know the basic journalism concept, but also have to provide
them how to stick on journalism professionalism passing through the challenges of
newsroom. Journalists also must
Know, how sacrifice for their profession also it related to improvement of their products
and market shares.

1.6. Scope of the study

The scope of the study was delimited in investigating training and development
programs and schemes implemented in Ethiopian Broadcasting Corporation EBC
Meznagna channel . For this reason, the main focus of the study underlined in studying
training and development schemes implemented and the outputs or impacts exerted in
the overall performance of Ethiopian Broadcasting Corporation EBC Meznagna
channel . Therefore, the scope was limited only understanding the impacts of training
and development on employee performance. Hence, it was not the main interest of the
study to investigate other core functions and systems impacts which could have a
significant contribution for Ethiopian Broadcasting Corporation EBC Meznagna
channel profitability and increase in market shares. Thus, the scope of the study focused
mainly on training and development programs and schemes implemented in Ethiopian
Broadcasting Corporation EBC Meznagna channel and the results obtained and goals
achieved out of the training and development schemes

1.7. Limitation of the study

The major limitations faced by the researcher while conducting the study were; lack of related
practical research on this area especially in Ethiopia. Similarly, lack of the availability of
published and documented data which is focusing on The Effect of Training and Development

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on enhancing journalist Performance A case study of Ethiopian Broadcasting Corporation
(EBC Meznagna channel) in Ethiopia mainstream media. Due to shortage of time As the
researcher progressed through this research project, the major limitations have arisen that
included some of the following: Getting all the respondents at a particular time during visits by
the researcher; this was time factor as a constraint. Poor cooperation of respondents in filling
questionnaires that has seriously limited the outcome of the research and lack of access to get
the secondary data adequately in the organization

1.8. Organization of the Study

The study was a case study which is inspired to understand company employees training and
development schemes objectives and outcomes. Thus, to approach the study rationally the
study is organized in five Chapters. Chapter one deals with presenting the very fundamental
research questions and statement of the research problems and objectives. Chapter two
presents’ fundamental theoretical and conceptual frameworks related to introduction and
implementation of training and development programs in line with factory employees
performances. Chapter Three presents the methodological approaches adhered to address the
case study. Methods of data collection techniques and approaches used in the research
described briefly in this chapter. Chapter four is data presentation and analysis. Information
and data gathered both primary and secondary data’s collected, applying questionnaires and
interviews were statistically summarized and analyzed in the form of statistical tables using
scientific statistical models and approaches selected. Chapter five is summary, conclusion and
recommendation.

1.9. Definitions of Terms

Training: - A planned and systematic effort to modify or develop knowledge /skill/ attitude
through learning experience, to achieve effective performance in an activity or range of
activities, (CAPLEY, 2009).

Development: -is an unfolding process that enables people to progress from a present state of
understanding and capability to a future state in which higher-level skills, knowledge and
competencies are required. It takes the form of learning activities that prepare people to
exercise wider or increased responsibilities, (Michael Armstrong, 2006).

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Training Need assessment (TNA)- TNA is the process of evaluating the organization,
individual employees, and an employee tasks to determine what kinds of training, if any, are
necessary. (Noe,HollenBeck, Gerhart, & Wright, 2008)

Training Design- is a process of developing a plan of instruction for each training program to
be offered to meet training objective. (Goldstein & Ford, 2007) Training Delivery
(Implementation)- is a multitude of methods of training that is used to train employees.
(Decenzo& Robbins, 2010)

Training Evaluation-is a way to evaluate the effectiveness of a training program based on

cognitive, skill-Based, affective and result outcomes (Noe,HollenBeck, Gerhart, & Wright,
2008)

Performance: - is the achievement of specified task measured against predetermined or

identified standards of accuracy; completeness, cost and speed. In contract, performance is
deemed to be fulfillment of an obligation in a manner that release the performer from all
liabilities laid down under the contract, (Ekundayo, 2015).

Employee performance: -is defined as the outcome or contribution of employees to make

them attain goals. (Herbert, John & Lee 2000) cited by (Nassazi, 2013)

Media: it is a source of information and cumulative coverage about politics and society in order
to reaching their goal to make profit or provide high quality of journalism (Stromback & Esser,
2014).

Journalists: are professionals who are working in Ethiopian Broadcasting Corporation as

reporter, producer, editor, senior editor/team leader/ and director in radio medium.

CHAPTER TWO

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REVIEW OF RELATED LITERATURE

2.1 Definition of Concepts

2.1.1 The Concept of Training and Development

Human resource is a key to determining organizational success (Abdul – Aziz et el, 2011).
The overall purpose of HRM (or people management) is to ensure that the organization is able
to achieve success through people and it aims to increase organizational effectiveness and
capability to achieve its goals by making the best use of the resources available to it
(Armstrong, 2010).Training and development are indispensible strategic tools for effective
individual and organization performance. They are interlinked and interdependent, rather than
sequential and hierarchical. Training and development is very crucial to the employees, the
organization and their effectiveness (Devi &Shaik, 2012). An organization survives if it is
performing well in the environment by being profitable but if it fails to do so the organization
may not survive. And worse is the decay of both human and physical structures
(Manguennandongo,2006). The rationale of training and development is not only on the
ordinary employees but as well as to their exse4cutives, to develop skills required in the
diversification and competitiveness by making organization successful. The benefits fall
entirely for the employees and for the private companies. Training and developing human
capital is very important in the effective management and maintenance of a skilled workforce
(Alipour et al, 2009). The target of the program being implemented in the companies is
ultimately expected to contribute in the achievement of the objectives of the employee (ADBG,
2008). Intentionally, training and development are provided for the employees with best of the
career opportunities in different industry and encourages their individual growth and
achievement (Kruger,2008).Training and development increases employees’ efficiency,
innovation, invention, and capacity to accept new technologies and techniques and ensures that
randomness is reduced and learning or behavioral change takes place in structured format
which improves employees performance on their current jobs and future assignments. Thus,
Training and development activities are important elements of the human resource
management function of an organization.

2.1.2 Nature of Training and Development

Training and development refers to the practice of providing training, workshops, coaching,
mentoring, or other learning opportunities to employees to inspire, challenge, and motivate

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them in order to perform the functions of their position to the best of their ability and within
standards set by local, state, 21 and licensing organization. A formal training program is an
effort by the employer to provide opportunities for employee to acquire job – related skills,
attitudes and knowledge (McGhee et al, 1965:55).Training makes employees feel that they are
part of the organization’s family. Training creates the sense of belonging in all employees. It
creates the professional development and enhances the employee’s skills. It also makes
knowledge workforce with fewer mistakes ( Adams,2002).

2.1.3 Definition of Training

Training is defined by many scholars. Training is a systematic development of knowledge,
skills and attitudes required by employees to perform adequately on a given task or job
(Olaniyan et al, 2008).Training refers to the methods used to give new or present employees
the skills that they need to perform their jobs. Additionally, the focus of training is performance
improvement, which is directed towards maintaining and improving current job performance.
Hence training is the important function that directly contributes to the development of human
resources Lepak (1992:82). Training is an essential part of the organization since technology
develops continuously at a faster rate. Systems and practices get outdated soon due to new
discoveries in technology. These include technical, managerial and behavioral aspects.
Organizations, which do not develop a system, to catch up with uses the growing technology
become stale. However, developing individuals in the organization can contribute towards
effectiveness of the organization”(Johnson2004:16). Training is defined as “ the planned and
systematic modification of behavior through learning events, programs and instruction which
enable individuals to achieve the levels of knowledge, skill and competence needed to carry
out their work effectively’’( Armstrong 2006). A good training sub-system would greatly help
in monitoring the directions in which employees should develop in the best interests of the
organization. Training is the process of providing employees with specific skills or helping
corrected efficiencies in their performance. Its focus is solely on the current job and its scope
is on individual employee. Training is the planned and systematic modification of behavior
through learning events, activities and programs which results in the participants achieving the
levels of knowledge, skills, competencies and abilities to carry out their work effectively
(Gordon 1992:235). Pheesey (1971:130) defines training as the systematic process of altering
the behavior and or attitudes of employees in a direction to increase the achievement of
organizational goals. This means for any organization to succeed in achieving the objectives of
its training and development program, the design and implementation must be planned and

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systematic, tailored towards enhancing employee’s performance and productivity at the end of
the day. “A good training system also ensures that employees develop in directions congruent
with their career plans”. Training refers to instruction that promote knowledge, skills and
attitude of employees in order to carry out their duties more effectively (Farahbakhsh,
2010).Training can provide employees with knowledge and skills to perform more effectively,
preparing them to meet the inevitable changes that occur in their jobs. However, training is
only an “opportunity” Lepak (1992:32) for learning. What is learnt depends on many factors
such as the design and implementation of training, the motivation and learning style of trainees,
and the learning climate of the organization? Today Evidence shows that companies investing
more in training will show higher net sales per employee, gross profits per employee and ratio
of market to book value (Huselid, 1995:82). Training is an important process because
employees need to learn new knowledge and skills. “Action learning is a powerful form of
training for organizational change because it develops management skills while discovering
ways to improve the organization” (Ibid). “Subsequently, some of the most often mentioned
reasons for adults engaging in new learning are problems on the job, job/occupational changes,
home and personal responsibilities, and competency at some hobby or recreational activity”
(Johnson 2004:46). 2.2 Training Process

I. Need Assessment

According to Dessler (2008), the training process starts with determining what training is
required. Analyzing training needs depends on whether you are training new or current
employees. The main task in analyzing new employees’ training needs is to determine what
the job entails and to break it down into subtasks, each of which you then teach to the new
employee. Analyzing current employees’ training needs can be done through task analysis and
performance analysis. Determining training needs is done at three levels; organizational needs
analysis, job need analysis and employee level need analysis. Job related training needs
analysis involves examining jobs through job analysis. For existing jobs, information on the
tasks to be performed, the skills necessary to perform those tasks and the minimum acceptable
standards are gathered. Person (employee level) needs analysis identifies gaps between a
person’s current capabilities and those identified as necessary or desirable (Dessler, 2008). The
goal of needs assessment from a strategic perspective is to link training initiatives with the
overall goals of the organization. Needs assessment is critical because it helps evaluate whether
training is a viable option for the organization based on its resources and strategy. This
determines the type of training that should be provided, and identifies the outcomes or metrics

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for subsequent evaluation. Lepak (1992:12) and Snell (2002:13) have focused on the adoption
of the following employment modes with occupational groups, which vary in strategic value
and uniqueness.

II. Designing training program (Training plan)

Designing a training program involves setting training objectives and choosing the training
methods. Training method scan be divided into on-the-job training and off-the-job training
methods. On the job training methods include coaching, mentoring, job rotation. Off-the-job
methods include formal courses, lecture, discussion, role playing and case study (Armstrong,
2006).

The training design process refers to a systematic approach for developing training programs;
the 7-step model is adopted from an online literature titled Introduction to Employee Training
and Development.

Step 1 is to conduct a needs assessment, which is necessary to identify if training is needed.

Step 2 is to ensure that employees have the motivation and basic skills necessary to master
training content.

Step 3 is to create a learning environment that has the features necessary in order for learning
to occur.

Step 4 is to ensure that trainees apply the training content to their jobs.

Step 5 involves having the trainee understand how to manage skill improvement as well as
getting co-worker and manager support.

Step 6 is to choose the training method based on the learning objectives and learning
environment.

Step 7 is to evaluate the program and make changes in it or revisit any of the earlier steps in
the Process to improve the program so that learning, behavior change, and the other learning
objectives are obtained.

III. Implementing Training

Actual implementation of the training should be done. It is important to increase learning

during training. This can be done by providing for active participation; increasing self-efficacy;

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matching training techniques to trainees’ self-efficacy; providing opportunities for enactive
mastery; ensuring specific, timely, diagnostic, and practical feedback; and providing
opportunities for trainees to practice new behaviors (Jackson & Schuler, 2000).

IV. Evaluating Training

The evaluation phase is crucial. It focuses on measuring how well the training accomplished what
its originators expected. Once a company implements s training program, it must evaluate the
program’s success, even if it has produced desired result for other companies and even if similar
programs have produced desires for it. (Garg, 2009)
Objectives of training evaluation are

To monitor the quality of training

To provide feedback

To appraise the overall effectiveness of the investment in training

To assist the development of new methods of training

To aid the individual evaluate his or her own learning experience
Evaluation is an attempt to obtain information (feedback) on the effects of training programs, and
to assess the value of the training in the light of that information available. We answer the
question: How far has the training has achieved its purpose? This is not any easy task because it
requires effort, resources, and skills to separate the effects of training on the job performance
from other potential environment factors. (Itika, 2011)
It is best to consider how training is to be evaluated before it begins. The most well-known and
used model for measuring the effectiveness of training program was developed by Donald L.
Kirkpatrick in the late 1950s. Kirkpatrick identified four levels at which training can be
evaluated.

Level 1- Reaction:- -measure the reaction of the participants toward the training and answers
questions about whether the participants liked the training; felt they achieved their learning goals;
how much they liked the trainers; and any suggestions they have for improving the training.
(Decenzo& Robbins, 2010)

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To what extent did the participants find the training useful, challenging, well-structured, organized,
and so on?

Level 2-Learning: -measures how well trainees have learned facts, ideas, concepts, theories, and
attitudes (Mathis & Jackson, 2011). This could be accomplished by pre- and post-testing the
participants or by evaluating the participants against a control group that

has not been trained. (Jackson,2011). To what extent did participants improve knowledge and skills
and change attitudes as a result of the training?

Level 3 – Behavior: - measures whether the training actually changes the employee’s behavior
when he or she returns to the job. This might be evaluated by the participants. Supervisors or
trainer,(Decenzo& Robbins, 2010). This means measuring the effect of training on job performance
through observing job performance. To what extent did participants change their behavior back in
the workplace as a result of the training?

Level 4 – Results: -measures whether the training benefited the employer or not. This means
measuring the effect of training on the achievement of organizational objectives. Because results
such as productivity, turnover, quality, time, sales, and costs are relatively concrete, this type of
evaluation can be done by determining ROI or by evaluating a behavior against another standard,
such as a benchmark. (Mathis & Jackson, 2011)

2.1.4 Methods of training

1. On-the-job training Methods

According to Greer (2003) under these methods new or inexperienced employees learn
through observing peers or managers performing the job and trying to imitate their behavior.
These methods do not cost much and are less disruptive as employees are always on the job,
training is given on the same machines and experience would be on already approved
Standards

Types of on the job training

1. Coaching:
Coaching is a one-to-one training. It helps in quickly identifying the weak areas and tries to

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Focus on them. It also offers the benefit of transferring theory learning to practice. The
biggest problem is that it perpetrates the existing practices and styles (Dessler & Varkkey,
2010)
2. Mentoring:
The focus in this training is on the development of attitude. It is used for managerial
employees. Mentoring is always done by a senior inside person. It is also one-to- one
interaction, like coaching (Dessler & Varkkey, 2010)
3. Job Rotation:
In which an employee moves from job to job at planned interval to broaden their
understanding
of all parts of the business and to test their abilities (Dessler & Varkkey, 2010)

2. Off-the-job Training Methods

Off-the-job training methods are conducted in separate from the job environment, study
material is supplied, there is full concentration on learning rather than performing, and there
is freedom of expression (Geer, 2003). Important methods include:
Types of off the job training
1. Classroom Lectures and Seminars:- Traditional forms of instruction revolve around
Formal lecture courses and seminars. These help individuals acquire knowledge and
Develop their conceptual and analytical abilities. Many Organizations offer these inhouse,
Through outside vendors, or both. (Decenzo & Robbins, 2010)

2. Simulated training (Vestibule training):- is a method in which trainees learn on the

actual or simulated equipment they will use on the job, but are actually trained off the
job. It is necessary when it’s too costly or dangerous to train employees’ on the job.
(Dessler & Varkkey, 2010)

3. Multimedia Learning:- can demonstrate technical skills not easily presented by other
Training methods. This may include videos and DVDs that may be offered online.
(Decenzo & Robbins, 2010).

2.1.5 Training Needs

The need is identified from the calculation of required performance minus that of the actual
performance. “The first decade of the twenty first century will see the value of products

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 and services determined more by the knowledge of the workforce and less by physical labor
besides the demographic shifts that are also to be seen. They are, aging of the population,
lower birth rates, and significant fluctuations in general educational achievement, increased
diversity of ethnic and cultural makeup, and revising values of newer generations of
employees. High quality products and services are necessary just to stay in business in
today’s competitive business market. Training the employees to suit the organization
requirements will make the organization to withstand the challenges. However, the training
needs can be determined using the following procedures.

1. Performance appraisal

2. Analysis of job requirements

3. Organizational analysis

4. Employee survey

5. Individual himself requesting for training

6. Management services surveys

2.1.6 Purpose of Training

The effectiveness of an organization is to a degree dependent upon the effectiveness of its
training program, which should have two purposes (Gordon P.Rabey:2012:12) i.e.
effectiveness and efficiency and staff development.

1. The production of work to required standards of quality, quantity, cost and time as this
is the reason why the organization is in business.

2. The development of staff, by skill and knowledge so as to meet the fore- seeable needs
of the organization and thereby seek to realize the potential of each individual in these
areas. The purposes explain the main concern such as higher productivity, increased
effectiveness of operations and a safe and harmonious working environment.

These things can be achieved only by teaching new skill or new knowledge to selected
people, reducing time required to learn a new job, by reducing the costs. Standardization
of current methods is to enable the new workers to reach average earnings, as soon as
possible. In this case, the quality standards can be achieved, maintained and improved. To

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 change the attitudes regarding particular situations and ensure better operating or care of
the machines, spoilage and wastages can be reduced to a considerable level besides
improving safety on the job. Therefore, the main purpose of training is to acquire and
improve knowledge, skills and attitudes towards work related tasks. It is one of the most
important potential motivators which can lead to both short-term and long-term benefits for
individuals and organizations.

2.1.7 Benefits of Training

The best way to answer the question why organizations should train people is to answer the
question what will happen if they are not well trained. Training becomes important if there are
deficiencies that should be addressed through training, or if there are changes in the
organization which have to be put in place by having well trained employees. Training is
required if there is a change in technology, working conditions, products, inadequate
performance, and shortage of staff. Training has many advantages for the individual, the
department and the organization because it is expected to provide a skilled pool of human
resources, improvement of existing skills, and increase in knowledge and experience of
employees, improve employees’ motivation, job performance, customer service, and personal
growth and opportunity for career development. (Itika, 2011)

The main purpose of training is to acquire and improve knowledge, skills and attitudes towards
work related tasks. It is one of the most important potential motivators which can lead to both
short-term and long-term benefits for individuals and organizations. (Nassazi, 2013) There are
so many benefits associated with training. (Cole, 2002) Summarize these benefits as below:

1) High Moral – employees how receive training have increased confidence and motivations;

2) Low cost of production – training eliminates risks because trained personnel are able to
make better and economic use of material and equipment thereby reducing and avoiding waste:

3) Lower turnover – training brings a sense of security at the workplace which in turn reduces
labor turnover and absenteeism is avoided;

4) Change management – training helps to manage change by increasing the understanding and
involvement of employees in the change process and also provide the skills and abilities needed
to adjust to new situations;

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5) Provide recognition, enhanced responsibility and the possibility of increased pay and
promotion;

6) Help to improve the availability and quality of staff

2.1.8. Training Design

Once training needs have been identified using the various analysis, and then training
Objectives and priorities must be established. All of the gathered data is used to compile a
Gap analysis, which identifies the distance between where an organization is with its
Employee capabilities and where it needs to be. Training design is the process of developing
a plan of instruction for each training program to be offered to meet training objective
(Goldstein & Ford, 2007).Training design process refers to a systematic approach for
developing training programs. Training design process should be systematic yet flexible
enough to adapt to business needs (Noe, HollenBeck, Gerhart, & wright, 2008). Whether job-
specific or broader in nature,Training must be designed to address the specific objectives.
Training objectives are set to close the gap. The success of training should be measured in
terms of the objectives set. Useful objectives are measurable. This objective serves as a check
on internationalization, or whether the person really learned. Objectives of training can be set
in any area by using one of the following four dimensions: such as Quality, Quantity,
Timeliness, and Cost savings as a result of training (Gidey, A. (2016 ).
Effective training design considers the learner characteristics, instructional strategies, and
How best to get the training from class to the job (training transfer) in order to produce
Learning. (Mathis & Jackson, 2011)

2.1.9 Factors Affecting Training Program

According to Anderson (2003), the following are the factors affecting employee performance
in a business organization are experience, work-home balance, manager interaction and
setting goals.
Experience: hiring employees who do not have the proper background for the job is one of
the things that start a performance downward spiral (Anderson, 2003). Company training
should be used to enhance the employee's background. If an employee has undergone
extensive training but is still experiencing performance issues, then the problem could be that
the employee does not possess the necessary experience to do the job.

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Work–home balance: as much as an employer may not want to be affected by the personal
life of his employees, personal problems can sometimes affect employee performance.
Managers need to be sensitive to employees’ personal problems, and be prepared to discuss
the issues with employees when necessary. If an employee requires time off to deal with a
personal problem, then granting that time off will help to show all employees that the
company values them (Anderson, 2003).

2.1.10 Performance
Performance can be defined as the achievement of specified task measured against
predetermined or identified standards of accuracy, completeness, cost and speed. In an
employment contract, performance is deemed to be the accomplishment of a commitment in
such a manner that releases the performer from all liabilities laid down under the contract. It is
the quality and amount of work an employee does. It is the accomplishment of a task in
accordance with a set standard of completeness and accuracy. Efficiency and effectiveness are
ingredients of performance apart from competitiveness and productivity and training is a way
of increasing individual’s performance (Cooke, 2000). Kenny et al., (1992) stated that
employee’s performance is measured against the performance standards set by the
organization. Good performance means how well employees performed on the assigned tasks.
In every organization, there are some exceptions from the employees with respect to their
performance and when they perform up to the set standards and meet organizational
expectations, they are believed good performers. Functioning and presentation of employees is
also termed as employee performance. This means that effective administration and
presentation of employees’ tasks which reflect the quality desired by the organization can also
be termed as performance.

2.1.11 Employee (journalist) Performance

(Saeed &Asghar, 2012).Employee's performance refers to how well employees perform on the
job and when the jobs assigned to them measured against the generally accepted measure of
performance standards set by their organization.

Employees can be said to have performed when they have met the expectations and performed
up to standard. Employee performance can also be defined as the functioning and presentation
of employees. This means, how employees are able to effectively administer their task and
assignments and also how they present their assignment to reflect the quality and good service
desired by their companies.

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As Kruger (2004) said, the principles of journalistic codes of ethics of truthfulness, accuracy,
objectivity, impartiality, balance, responsibility, fairness, and public accountability

Jassim and Al-Mljaw (2008) stated that media is watchdog of democracy by practice of reduce
unconstructive characteristics of society, peace restoration; reduce elitist influence and forces,
peacemaking in violence and democratizing the society and nation building process. Thus,
media focus on enhancing citizens take part in media development by media reforming in
developing

2.1.12 Improving Employee (journalist) Performance

Improving performance at the employee level means increasing the amount and quality of
work an employee shall do. All media want to improve journalist performance as much as
possible. As mentioned before training is one of the human resources management practices to
improve journalist performance but training alone can’t improve performance. Put differently,
training is important but not sufficient condition to guarantee good performance.

Organizations can improve employee performance by properly implement the human resources
management system in their organization as a whole. Some human resources management
practice can improve employee performance at organization level, some at unit level and some
at individual employee level. Thus, the impact of training on employee performance is not only
significant but studies prove that it also increases job satisfaction and commitment towards the
organization and training transfer is more likely to increase performance, job involvement, and
increases motivation to learn and transfer (Velada and Caetano, 2007)

2.1.13 EBC Meznagna(መዝናኛ) channel’s Training and development

EBC Meznagna (መዝናኛ) channel has structured its training bureau at a team level named as
Organization and human resource development team and has formally written training and
development objectives, training rules /procedures/ and guide line documents.

The team in coordination with other functional departments and branch case teams of the
organization conduct in house trainings mostly in its head office at Ethiopian Broadcasting
Corporation also a written training feedback and training/trainer evaluation forms and
procedures that shows the way how the training process has to be conducted in the organization

Training Outcome Evaluation

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 EBC Meznagna(መዝናኛ) channel’s has a policy to evaluate its training process effectiveness
including the trainers(journalist). There are also written documents that EBC has designed to
collect feedback from trainees (journalist) after various trainings being conducted so as to
evaluate the impact of the training on performance of the journalist, and help measure the
effectiveness of the trainings and take appropriate corrective actions when necessary

2.2. Conceptual Framework

The conceptual framework that could be developed to study the effect of training and
development is based on the review of the literature. The framework interlinks independent
and dependent and variables as depicted below.
The independent variable(training design and training and development methods)
demonstrates the activities under training and development that have a bearing on the employee
performance dependent variable).The ones in the left include; Objectives of training, Training
content, Selection of trainer in training design and Induction, journalist mentoring Job rotation,
Lecture and seminar in training and development methods

The dependent variable attempts to depict the likely effect on journalist performance from
training and development initiatives (independent variables). It is expected that the day to day
training and development initiatives of EBC Meznagna(መዝናኛ) channel’s was affect the
journalists’ performance (journalist efficiency and effectiveness, journalist job satisfaction,
journalist motivation)

Independent Variable Dependent Variable

Employee performance
Training and Development

CHAPTER THREE

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Research Design and Methodology

3.1 Introduction
This part of the research presents the methodological aspects of the research, which includes
the Research Method, Research Design, Sampling Design and Technique, Data Sources/
Types, Research Instruments and Measurements, Methods of Data Collection, Data Analysis,
Validity and Reliability, and Ethical Considerations

3.2 Research Approach

Research method is the research strategy that outlines the way one goes about undertaking a
research as a process to be followed in attaining an objective. According to Morvaridi (2005),
“the most prevalent methodologies in social sciences and humanities are quantitative and
qualitative research”(p, 2). The study followed a mixed method that encompasses both
qualitative and quantitative research approach in order to answer the research questions. Mixed
method is used when a single method fails to explore the research questions and the integration
of the two approaches – qualitative and quantitative – provides better understanding of the
research problem. According to Creswell (2003) when a researcher seeks to generalize the
findings to a population and develop a detailed view of the meaning of a phenomenon or
concept for individuals, the advantages of collecting both closed-ended quantitative data and
open-ended qualitative data support understanding a research problem. This nature of mixed
method worked in complete alignment of the research objectives too. In line with these qualities
of the method, the researcher attempted to make an inference about effect journalist training
and strived to grasp how training is perceived in the chosen Ethiopia broadcast cooperation.

However, looking at the considerable portion of data, it is fair to say that the quantitative
approach worked as a leading method. The researcher was heavily reliant in the quantitative
approach considering the nature of the research. The integration of the methods helped the
researcher to verify and substantiate the research data and discover something that would have
been missed if a single approach was implemented.

3.3 Research Design

In line with the quantitative method, the research employed a quantitative descriptive survey
design in order to examine the The Effect of Training and Development of journalist
Performance (EBC Meznagna channel). Descriptive studies are typically structured with
clearly stated investigative questions. A descriptive study is also concerned with narration of

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facts and characteristics connecting individual, group or situation (Kothari, 1990). Kothari
added descriptive design is concerned with conditions that exist, opinions that are held, ongoing
processes, evident effects, or trends that are developing. These essential characteristics of the
design went hand in hand with the objectives of the research – the design is implemented in
order to assess the practice and challenges of leadership. Moreover, the design enabled the
researcher to collect and describe a large variety of data related to the Effect of Training and
Development of journalist Performance. The design also allowed the researcher to gather
multiple data which helped satisfy the objective of the research.

The researcher simultaneously collected his qualitative data framing the organization as a Case.
Yin (2003) recommends accessing the case study design “when a researcher wants to cover
contextual conditions because you believe they are relevant to the phenomenon under study.”
This is done in harmony of the descriptive quality of the study – case study is considered as
descriptive research too. This allowed the research to have a careful integration of its qualitative
and quantitative method during data collection.

3.4 Types and source of data

To accomplish the research objectives the researcher collected both primary and secondary
data. Primary data was collected from EBC Meznagna channel and Human Resource manager;
secondary data is collected from the different related research, journals and books, annual
report and other documents which is related with the research.

3.5 Methods of Data Collection

To support the research findings by data, the researcher collected the data through structured
questionnaires and semi-structured in-depth interview. The questionnaires were distributed to
the identified samples in a cross-sectional method. A personal interview that ranges from half
to a whole hour was conducted in order to gather the non-quantifiable data.

3.6. Instrument of Data Collection

In order to acquire necessary information from participant, questionnaire and interview were
used for the study. Employing multiple data collection instrument helps the researcher to
combine, strengthen and amend some of the inadequacies of data and for triangulating it
(Fielding, 2012).

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3.6.1 Questionnaire
Questionnaire as a tool for data collection has its own advantages and limitations. The
advantages found from the literature includes that the data collected through the use of
questionnaire are time efficient, reliable because of anonymous, honest, economical (in terms
of time and money), quick (even possibly mailed), consistent (little scope for bias), offers the
possibility of standardizing and comparing scales, and enables the anonymity of the data
sources to be preserved. Nevertheless, the major limitations are nonflexible (no longer possible
to backtrack once the administration phase is under way), lack of qualitative depth, low
response rate, inability to offset a lack of sufficient data or an error in the scale used (Manion,
2011). The questionnaires mainly have close-ended items. Close-ended items were used for the
very reason that they are easier to categorize the gathered responses. Moreover, an item such
as Likert scale is suitable and quick for respondents to answer. The questionnaires are prepared
for 133 journalist and Human Resources manager. In administering the questionnaires, the
researcher made it clear to the respondents; so that they were not confused in any way because
of the responses.

3.6.2. Interview
An interview is a purposeful discussion and/or conversation with two or more people, and
helps the researcher to gather valid and reliable data that are relevant to achieve research
questions and objectives. The interview method of collecting data involves presentation of oral-
verbal stimuli and reply in terms of oral-verbal responses. This method can be used through
personal interviews and, if possible, through telephone interviews. This sort of interview may
be in the form of direct personal investigation or it may be indirect oral investigation. The
method of collecting information through personal interviews is usually carried out in a
structured way. As such we call the interviews as structured interviews. Such interviews
involve the use of a set of predetermined questions and of highly standardized techniques of
recording (Kotheri, 2010).
The interview permits greater depth of responses which are not possible through any other
means. The main advantage of a semi-structured interview is that it provides uniform
information which assures the comparability of data. Having this idea in mind, the researcher
also used the interview to gather in-depth qualitative data from Ethiopian Broadcasting
Corporation (EBC Meznagna channel) human resource manager Accordingly, Ethiopian
Broadcasting Corporation 5 human resource manager from 4 different pools were involved in

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the interview. The interview was conducted at a different time at their respective sector and the
information was collected by taking notes.

3.6.3 Target Population

All Permanent journalists’ of the Ethiopian Broadcasting Corporation (EBC Meznagna
channel found at different job titles and positions were the target population. Therefore, the
focus was on journalists of one department at the head office Meznagna channel with a total
number of One hundred thirty-three (133) journalists

3.7. Method of sampling

The sampling method used in drawing samples from a population will drive by the objectives
of the research activity. The sampling process will to be guided by the parameters in the
population in line with specific objectives of the study (Cooper and Schindler, 2011). The study
adopted simple random sampling method and purposive method to ensure that every one had
an equal chance of being sampled, and also to ensure that different age groups and level of
work experience will represented.

3.7.1. Sampling procedure

In this study, the researcher employed Simple random sampling method to select subjects of
the study. The random sampling method is due to the fact that selecting subjects of the study
would have a great benefit to help the researcher answer and meet the research goal (Bitima,
2019: 42).Sampling procedure in which each element of the population has an equal chance of
being selected for the sample research purpose. The study adopted simple random sampling
method and purposive method to ensure that every one had an equal chance of being sampled,
and also to ensure that different age groups and level of work experience will represented

3.7.2. Sample size

There are several approaches to determine the sample size.

Yamane, (1967) to determine the required sample size.

𝐍
𝒏=
𝟏 + 𝑵(𝒆)𝟐

Where: n= Number of sample taken

N= Population size

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 e = sampling error /level of precision
200
𝑛=
1 + 200(0.05)2

200
𝑛=
1 + 200(0.0025)

𝑛 = 133.3 ≈ 133

3.8. Data analysis

After collecting the data through various techniques, the researcher has organized and prepared
the data as per the sources of information of the respondents. In addition, in order to ensure
logical competence and consistency of responses, data editing was carried out by the
researcher. The quantitative data analysis was done by the use of version 20 - SPSS software.
These data were analyzed by using descriptive statistics such as, frequency and percentage and
the highest percentage is taken as a fact for interpretation. For the descriptive analysis
tabulation and percentage were used to present and describe relevant variables was used to test
the relationship between training and development and journalist performance. Finally the
results of the analysis were displayed by using Tables and charts were also used to ensure easily
understand the analysis which was used to determine the proportion of respondents chose the
particular responses.

3.9 validity and reliability tests

Reliability and Validity are important concepts in research as they are used for enhancing the
accuracy of the assessment and evaluation of a research work (Tavakol and Dennick, 2011).
Reliability refers to the consistency, stability and repeatability of results i.e. the result of a
researcher is considered reliable if consistent results have been obtained in identical situations
but different circumstances (Twycross and Shields, 2013). It refers to the repeatability of
findings. If the study were to be done a second time, would it yield the same results? If so, the
data are reliable. Consequently, if more than one person is observing behavior or some event,
all observers should agree on what is being recorded in order to claim that the data are reliable.
Therefore, the researcher attempt to assure the reliability of the work through cross-trial works
like using different interviewers in the same field to crosscheck the similarity of data collected.

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Validity is the extent to which any measuring instrument measures what it is intended to
measure (Thatcher, 2010). The primary purpose of validity is therefore to increase the accuracy
and usefulness of findings by eliminating or controlling other conditions, which allows for
greater confidence in the findings of a given study. So we can say that in general validity is the
indication of how sound your research is. Hence the researcher strives to validate the work
externally and apply the research result to the economic and financial sector.

3.10 Ethical Considerations

Researchers are professionals hence, research ethics as a branch of applied ethics has well
established rules and guidelines that defines their conduct. Research ethics is important in our
daily life research endeavors and requires that researchers should protect the dignity of their
subjects and publish well the information that is researched (Fouka and Mantzorou, 2011).
According to Collegian (2018), research ethics serves to protect the right so participants and
ensure they are not exposed to unnecessary harm, and ensure that methodological approaches
are appropriate to the study aims. The main role of human participants in research is to serve
as sources of data. Researchers have a duty to ‘protect the life, health, dignity, integrity, right
to self-determination, privacy and confidentiality of personal information of research subjects’.
From my part I conveyed to all the beneficiaries of this proposed research that I have
maintained utmost honesty and sincerity in expressing the truth as best I know it and not
conveying it in a way likely to mislead or betray anyone. I extended my due diligences to all
my respondents and treated them with civility, courtesy, decency, tolerance and acceptance of
their views to my questionnaires and interviews without having any bias. I had full
accountability, respect for the cause and self-restraint while presenting the survey results under
the spell of fairness and equity.

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CHAPTER FOUR
4. DATA PRESENTATION, ANALYSIS AND DISCUSSION OF
FINDINGS
This chapter presents the analysis and discussion of the findings to the study. The primary focus
of this study was to examine the effect of training and development on enhancing journalist’s
performance based on the data obtained from journalists of EBC Meznagna channel through
different instruments for data collection; such as questionnaire, interview, and review of
secondary data by the researcher. And the data were described, analyzed and synthesized in
tables, percentage, frequency distribution, and ANOVA with the help of SPSS (Version 20)
and where data could not be quantified, it was explained.
The research was a descriptive study in which data was collected across a population through
simple random sampling technique. The participants were journalists and Human Resource
Manager which are employed under EBC Meznagna channel. One hundred thirty three (133)
journalists were selected by using simple random sampling technique
The research was qualitative method with quantitative information and procedures. Interview
was also conducted to gather information on the subject from the management of the
organizations to ascertain management view on how EBC Meznagna channel has dealt and
reviewed with issues of training and development programs. This helped the researcher to
ascertain whether EBC Meznagna has training policies and practice, and also to check the
processes of training and development programs are being dully followed.

4.1 Demographic Information of the Respondents

Basically in this section it tries to gather information concerning personal and professional
demographic characteristics of respondents. These variables including; sex, age, academic
qualification, and year of experience in EBC Meznagna channel as well as position of the
respondents were summarized

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4.1.1. Respondents Background
Table 4.1.1 Gender composition of Respondents

sex of respondents

Valid Cumulative
Frequency Percent Percent Percent
Valid Male 80 60.2 60.2 60.2
Female 53 39.8 39.8 100.0
Total 133 100.0 100.0

39.8%

60.2% Male
Female

Table 4.1.1 shows gender of respondents in EBC Meznagna channel

The above table indicates the majority of respondents 60.2% were male, and the rest are
female that makes39.8%. The sample to select respondents were done randomly as a result,
the male journalists formed the largest share in the sample. From the very beginning, the total
number of female workers in EBC Meznagna channel is less than the total number of male
according to data source from human resource departments.

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 Table 4.1.2 Age Distribution of Respondents

Age of respondant
Valid Cumulative
Frequency Percent Percent Percent
Valid 18-30 25 18.8 18.8 18.8
31-45 55 41.4 41.4 60.2
46-54 43 32.3 32.3 92.5
above 55 10 7.5 7.5 100.0
Total 133 100.0 100.0

Table 4.1.2 shows that the age distribution of journalists participating on the study. In the
taken sample between 18-30 aged journalists contains 18.8%, from 31-45 aged journalists are
formed majority of the sample 41%, 46-54 holds 32.3% of the sample and above 55 year age
is the smallest rate about 7.5%. This shows that 92.5% of journalists working in the newsroom
are aged between 18and 54 years. While only Ten journalist aged above 55 about 7.5%.
This implied and can be understood the young journalists are expected to do a lot for the
organization by exploiting rich work experience knowledge from the senior workers and
supervisors.

4.1.3. Educational background

It was also necessary in the study to know the educational level of the respondents so as to
determine and plan what kind of training may be most appropriate. The Table below presents
the data of educational background of respondents

Respondent of Educational Status

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 educational background of respondent
Valid Cumulative
Frequency Percent Percent Percent
Valid Diploma 5 3.8 3.8 3.8
BA/BSC 123 92.5 92.5 96.2
MA 5 3.8 3.8 100.0
Total 133 100.0 100.0

Table 4.1.3 Educational background of respondents

Table 4.1.3 indicates that, educational level of the respondents. So the numbers of journalists
BA/BSc Degree holders are 92.5%, journalists with MA/MSc qualifications are 3.8%, whereas
Diploma holder journalist is 3.8%. The majority qualification of journalists participating in
the study was BA/BSc and also MA/MSc holders. This indicates that highly educated
professionals participated on this research

Table 4.1.4 work experience of journalist

respondent work experience

Valid Cumulative
Frequency Percent Percent Percent
Valid 1-5 years 9 6.8 6.8 6.8
6-10 years 12 9.0 9.0 15.8
11-15 years 20 15.0 15.0 30.8
16-20 75 56.4 56.4 87.2
21-25 14 10.5 10.5 97.7
above 25 3 2.3 2.3 100.0
Total 133 100.0 100.0

Here, the largest group of respondents 75(56.4%) indicated that they have been working in the
organization 16 up to 20 years.

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The next larger group of respondents 20(15.0%) and 1410.5(%) , their years of service in the
organization reported 11 up to 15 and 21 up to 25 respectively. The rest groups of respondents
12(9.0%), 9(6.8%), and 3(2.3%) have been
Working in the organization above 25 years, 21 up to 25 years, 6 up to 10 and 1 up to 5 years
respectively
Table 4.1.5 the trainings given by EBC Meznagna are based on the job need (performance gap)

The trainings given by EBC Meznagna are based on the job need( performance
gap)
Cumulative
Frequency Percent Valid Percent Percent
Valid all of the time 10 7.5 7.5 7.5
Most of the time 35 26.3 26.3 33.8
Some of the time 51 38.3 38.3 72.2
Little of the time 22 16.5 16.5 88.7
None of the time 15 11.3 11.3 100.0
Total 133 100.0 100.0

Table 4.1.6 from the training given, I acquired the necessary skills needed to do my job

From the training given, I acquired the necessary skills needed to do my job
Cumulative
Frequency Percent Valid Percent Percent
Valid strongly Diagree 4 3.0 3.0 3.0
Disagree 2 1.5 1.5 4.5
Neutral 3 2.3 2.3 6.8
Agree 85 63.9 63.9 70.7
strongly Agree 39 29.3 29.3 100.0
Total 133 100.0 100.0

From the above frequency table of the training given by EBC Meznagna are based on the job
need (performance gap), the majority respondents were responded to some of the time (38.3%)
n=51, most of the time (26.3)n=35 , little of the time (16.5%)n=22, none of the
time(11.3%)n=15 and all of the time (7.5%)n=10.

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Similarly for a question from the training given, I acquired the necessary skills needed to do
my job the respondents response were agree 63.9 %( n=85), strongly agree 29.3 %(n=39),
disagree %1.5(n=2) , strongly disagree 3.0% (n=4) and 2.3%(n=3) were indifferent
respectively. Here, we can understand that trainings are necessary for journalist to perform
their jobs and fill their performance gap. , here, we can understand that trainings are necessary
for journalists to perform their jobs and fill their performance gap
Table 4.1.7 the training methods used by EBC Meznagna are very effective

3.The training methods used by EBC Meznagna are very effective

Cumulative
Frequency Percent Valid Percent Percent
Valid all of the time 9 6.8 6.8 6.8
Most of the time 29 21.8 21.8 28.6
Some of the time 64 48.1 48.1 76.7
Little of the time 19 14.3 14.3 91.0
None of the time 12 9.0 9.0 100.0
Total 133 100.0 100.0

Table 4.18 the training developed my ability to understand new jobs and methods

The training developed my ability to understand new jobs and methods

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly Diagree 3 2.3 2.3 2.3
Disagree 5 3.8 3.8 6.0
Neutral 10 7.5 7.5 13.5
Agree 80 60.2 60.2 73.7
strongly Agree 35 26.3 26.3 100.0
Total 133 100.0 100.0

As it is well known training plays a vital role towards increasing the journalist performance
and in this regard respondents were asked to respond on whether the training methods used by
EBC Meznagna are very effective and responded to some of the time (48.1%) n=64, most of
the time (21.8)n=29, little of the time (14.3%)n=19, none of the time(9.0%)n=12 and the rest
all of the time (6.8%)n=9 respectively And in the other hand, the respondents response were

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agree 60.2%(n=80), strongly agree 26.3 (n=35), neutral 7.5%(n=10, disagree 3.8 % (n=5) and
2.3%(n=3) were strongly disagree respectively for the question the training developed my
ability to understand new jobs and methods. As the majority of the respondents, it was proved
that the training methods used by EBC Meznagna enabled them to develop their ability to
understand new jobs and methods
Table 4.1.9 In all training and development programs I clearly understood the objectives of the training?

In all training and development programs I clearly understood the objectives of

the training?
Cumulative
Frequency Percent Valid Percent Percent
Valid all of the time 15 11.3 11.3 11.3
Most of the time 47 35.3 35.3 46.6
Some of the time 42 31.6 31.6 78.2
Little of the time 20 15.0 15.0 93.2
None of the time 9 6.8 6.8 100.0
Total 133 100.0 100.0

Table 4.1.10 the training helped me in developing interrelationship with my staff

The training helped me in developing interrelationship with my staff

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly Diagree 3 2.3 2.3 2.3
Disagree 6 4.5 4.5 6.8
Neutral 9 6.8 6.8 13.5
Agree 65 48.9 48.9 62.4
strongly Agree 50 37.6 37.6 100.0
Total 133 100.0 100.0

To understand and coordinate the overall activities of the training and development program
that the media be effective from the training expenditure, the participants of various trainings
should know the objectives of training and how training helped one in developing
interrelationship with his/her workmates or staff. Within this context, the researcher asked the
respondents whether they had understood the Objectives, and 35.3%(n=47), 31.6%(n=42),

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15.0%(n=20), 11.3%(n=15), and 6.8%(n=9) of the respondents responded as some of the time,
Most of the time, little of the time, All of the time, and None of the time respectively. For the
question the training helped me in developing interrelationship with my staff the responds were
48.9%(n=65), 37.6%(n=50), 6.8%(n=9), 4.5%(n=6), and 2.3%(n=3) as agree, strongly agree,
neutral, disagree, and strongly disagree respectively. Even though, some of the respondents
responded that they didn’t know the objectives of the training, the majority of the respondents
knew the objectives with all, most and some of the time scale points.
Table 4.1.11 the training evaluation done after the training program is effective

The training evaluation done after the training program is effective

Cumulative
Frequency Percent Valid Percent Percent
Valid all of the time 8 6.0 6.0 6.0
Most of the time 35 26.3 26.3 32.3
Some of the time 25 18.8 18.8 51.1
Little of the time 56 42.1 42.1 93.2
None of the time 9 6.8 6.8 100.0
Total 133 100.0 100.0

With regard to the questions related to whether the training evaluation done after the training
program is effective, the responds were as follows. Little of the time (42.1%) n=56, most of
the time (26.3%)n=35, some of the time (18.8%)n=25, none of the time(6.8%)n=9 and all of
the time (6.0%)n=8, Most respondents replied on the effectiveness of the training evaluation
done after the training program as per the scale points i.e. from most of the time to little of the
time showed where the stage of the training evaluation in the organization is and it is a signal
to EBC Meznagna to check its evaluation process while various trainings are conduct

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Table 4.1.10 EBC Meznagna (መዝናኛ) channel, is providing training program such as classroom
trainings, seminars, workshops
EBC Meznagna (መዝናኛ) channel, is providing training program such as classroom
trainings, seminars, workshops
Cumulative
Frequency Percent Valid Percent Percent
all of the time 9 6.8 6.8 6.8
Most of the time 43 32.3 32.3 39.1
Valid Some of the time 63 47.4 47.4 86.5
Little of the time 13 9.8 9.8 96.2
None of the time 5 3.8 3.8 100.0

Total 133 100.0 100.0

Table 0-1Table 4.1.11 I feel that training enable me to perform my work with greater accuracy and precisely

I feel that training enable me to perform my work with greater accuracy and
precisely
Cumulative
Frequency Percent Valid Percent Percent
Valid strongly Diagree 4 3.0 3.0 3.0
Disagree 6 4.5 4.5 7.5
Neutral 8 6.0 6.0 13.5
Agree 80 60.2 60.2 73.7
strongly Agree 35 26.3 26.3 100.0
Total 133 100.0 100.0

The effectiveness and success of the media really depends on the journalist who performs their
jobs within that organization. In order to make journalist perform their duties and discharge
responsibilities and make meaningful contributions to the attainments of the media objectives,
they need to acquire relevant skills, knowledge and abilities and trainings are conducted in
various methods to make the training effective. So, training is one of strategic tools of this time
that most media are implementing it by allocating huge budgets.

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The above tables depict the view of journalist about their feeling that training enable them to
perform their work with greater accuracy and precisely. The responds were agree
60.2%(n=80), strongly agree 26.3%(n=35), neutral 6.0%(n=8) , strongly disagree3.0 % (n=4),
and disagree 4.5%(n=6) respectively while for the question that EBC Meznagna (መዝናኛ)
channel is providing training program such as classroom trainings, seminars, workshops etc.
frequently the journalists responded some of the time (47.4%) n=63, most of the time
(32.3)n= 43 , little of the time (9.8%)n=13, all of the time(6.8%)n=9, and none of the
time(3.8%)n=5 respectively

Descriptive Statistics

Mean Std. Deviation N

Ind 14.5414 2.86439 133
Dep 16.3684 2.80550 133

4.2 Correlation analysis

Deal with the measurement of the closeness of the relationship which are described in the
regression equation .Correlation is an analysis that measures the strengths of the association
between two variables. The value of the correlation coefficient varies between +1 and -1.
When the value of the correlation coefficient lies around ± 1, then it is said to be a perfect
degree of association between the two variables. The more the correlation coefficient value
goes towards 0, the relationship between the two variables becomes weaker (Cohen& West,
2003). The Pearson’s correlation coefficient analysis helped the researcher to better
understand whether there was a positive relationship, negative relationship, or no correlation
between the dependent variable and independent variables. Thus, the strength and direction of
relationship between variables was able to be analyzed by the researcher using Pearson
correlation coefficient analysis. In addition, the researcher used it to measure whether there
was a significant relationship between independent variables and dependent variable.
-no causal effect is implied with correlation
Table 4.2.12 Correlations

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 Correlations

ind dep
ind Pearson Correlation 1 -.210*
Sig. (2-tailed) .015
N 133 133
dep Pearson Correlation -.210* 1
Sig. (2-tailed) .015
N 133 133
*. Correlation is significant at the 0.05 level (2-tailed).

Person product correlation of training and development (independent variable) employee

performance (dependent variables) was found to be perfect negative and statistically
(r = -210, p< .o.o5).this shows that decrease independent variable behavior would lead to a
higher employee performance. So, it is inverse relationship

When the correlation is 1 or -1, a perfectly linear positive or negative relationship exists; when
the correlation is 0, there is no relationship between the two sets of data. Coetzee (2003) clearly
noted that when considering the correlation between the independent variable in our case
(training and development) and the dependent variables (employee performance), the larger
the magnitude of the correlation, the stronger the linear association. Therefore, the standard
correlation coefficient is (Pearson's r) which applies primarily to variables distributed more or
less along interval or ratio scales of measurement.

4.3. Regression analysis – is a statistical technique that can be used to develop, a

mathematical equation showing how variables are related. This is the analysis in a
continuation of the correlation where the researcher used a linear regression in which one
independent variable, training and development used to predict one dependent variable
employee performance and the result is presented in the table below

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 Model Summary
Adjusted R Std. Error of
Model R R Square Square the Estimate
1 .210a .044 .037 2.81132
a. Predictors: (Constant), Training and development
b. Dependent Variable: Employee performance

R Square means how dependent variable explain by

independent variable

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 Here, the required measure is the R square (model summary) in which it is the
measure of the success of the model summary. It showed that how much variance
of the dependent variable is realized. Accordingly the R square = 0.37 and this can
be interpreted that the weighting combination of training and development is well
explained,

ANOVAa
Sum of Mean
Model Squares Df Square F Sig.
1 Regression 47.662 1 47.662 6.030 .015b
Residual 1035.361 131 7.904
Total 1083.023 132
a. Dependent Variable: Employee performance
b. Predictors: (Constant), Training and development
Table 4.3.2 ANOVAa

The above table revealed the Sig (ANOVA) and it is the significance of the model.
That is .015 means we reached significance and can accept that there is a
significant positive relationship significant between training and development and
performance of journalists of EBC meznagna channel
So, R2 = 1- some of square divided by some of Total

- Degree of Residual means n-1 = 133-1 =132

- Means of square explain of Regression divided by Degree of freedom ,
So, ANOVA should always be cross check with R Square

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 Coefficientsa
Standardize
Unstandardized d
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant 18.047 1.448 12.461 .000
)
dep -.214 .087 -.210 -2.456 .015
a. Dependent Variable: Employee performance
Table 4.3.3 coefficients

Beta coefficient is required here and the beta value is positive that means a higher
positive effect of training and development associated with journalist performance.
The result of regression analysis can be presented as training and development
program can be significantly predict journalist performance in the organization

4.4 Employees Response to Open Ended Questions

Journalist were asked open ended questions regarding what recommendation would be offered
to the management on how best to use training to motivate Meznagna (መዝናኛ) channel
journalist and how else journalist describe the effect of training and development program in
the media. Most of the respondents responded that the management should be more aware of
training and development programs to upgrade journalist knowledge, skills and attitudes based
on the performance gap observed.
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The process of training needs deep evaluation based on the outcome of each training, i.e. from
planning up to the final stage of the assessment and should be organized in such a way that the
theoretical and the practical aspect of the training need to be aligned and implemented properly.
The journalists in addition responded that if there are equal distribution trainings within the
same job carrier, and the selection criteria is fair and transparent, employees will be motivated
and self-confident on their job. So, the management should select the trainees properly and
should assign the trainer with appropriate position. Furthermore, they forwarded their opinion
that whenever the performance evaluation report showed that the journalist performed poorly,
the journalist should be given the appropriate and required training on time so as to enable
him/her performs better next time. In addition to this, the organization (media) should allocate
sufficient amount of budget for training and development programs of journalist like other
resources of the organization. Because, the overall purpose of training and development
program is to improve journalist capabilities and organizational capabilities. The respondents
added that it is well known that training contributes and plays a decisive role in human resource
development, productivity and profitability. Enhancing the skills of journalists is the aim of
training and development. It is therefore in this perspective that the media should make training
and development of its journalist as a continuous activity which enables the media to act more
effectively and get competitive advantages at the end of the day because of having valued
journalists. In addition, the respondents reminded that due attention should be given in selecting
and assigning trainers when conducting training. Trainers should be skillful, competent and
committed to transfer their knowledge and work experience to others in a proper manner in
order fill the performance gap and to add values of the journalist of the (media) organization

4.5 Description & analysis of data obtained through interview with Human
Resource Manager

Under this section the data was obtained through interview with the Human Resource Manager,
a person who is responsible for human resource management activities of the organization
about the training and development program and related issues and responses were analyzed
according to the order of questions as follows

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Question 1
Do you have a training plan and what does your training process look like?

As it is well known, training is like sharpening a pencil and employees and staffs of the
organization should make them update with the required knowledge, news editing skill, archive
and documentation, etiquette skill and abilities in order to have better work performance and
get attained organizational objectives. In this regard, The organization (Meznagna (መዝናኛ)
channel has a training plan. Our training process starts from training need identification based
on the journalists’ gap and to sharpen our thinking’s and enhance performance. Thus, we plan;
we provide training and evaluate the impact of the training on the journalists’ performance

Question 2
Why your organizations conduct training? What types of training and what methods of
training are used?
Training is required to enhance the knowledge and skill of the journalists. The basic reasons
to conduct training in the organization are to update and improve performance, enhance the
capabilities of its journalists and to validate their processes.
Training types are
1. news editing
2. anchor skills
3. host announcer and Photo caption
4. Preparing programs
5. Directing , Video editing and montage
6. Training needs in digital media
7. General media training needs.
8. Producing documentaries
9. Verifying information and news

Question 3
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Is your organization training selection process fair and transparent?
The training opportunity is given for every employee and the selection process is fair and
transparent because selection is based on clear procedure. The immediate boss, department
heads and top management groups participate on the selection and approval process of the
training and journalists have the chance for training
Question 4
Is your organization’s training and development program have a positive impact on
enhancing employee performance?
If yes, how do you measure it in terms of the attainment of training objective?
 Yes, the training and HR development programs have positive impact on enhancing
performance. We identify the gap and provide training to journalist and evaluate
frequently the impact of the training on journalists’ performance so as to understand to
which extent the training and development program reached the formulated objectives
and observe the result of training and see the difference thereafter. We believed that
the trainings which have been conducted at various stages have increased journalist
performance and productivity. In this regard, training and development programs are
taken as strategic tools for the media and that is why we promote training.

Question 5
Is the trainings given by EBC Meznagna (መዝናኛ) are based on the job need (performance
gap)?
 Yes, trainings are based on the job need which enabled our journalists feel their
performance gap and helped them accomplished their commitments on the tasks they
are assigned. In addition, trainings have brought positive attitudinal and behavioral
changes of journalists in their work units.

Question 6
How are the commitments of the top management towards the attainment of the training
objectives of the organization?
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The top management is highly committed to change and modernize Meznagna (መዝናኛ) channel
to be competitive with other entertainment media in today’s global business in terms of
advanced technology and skilled HR. Hence, great attention is given to HR development and
training.
bring satisfaction to them The top management has seen how much they benefit from the
training course and results of the trainings in terms of continuous improvement of media
marketing, productivity and profitability every year.
Question 7

Apart from the factors stated above, how else would you describe the effect of training and
development programs on enhancing journalist performance in your EBC meznagna channel?

 The effect of training and development has increased journalist’ performance. This
resulted on improving productivity and profitability of the media. Ultimately, both the
media and the journalist are benefited from the result. In addition, the effect of training
is also seen on the consciousness of the journalists at large. Informed and conscious
journalists are really the main capital of a given organization and it is good chance to
have such understandings by the top management. Thus, HR development and training
is given due attention because it is imperative for sustainable development of
meznagna channel

Unit 5

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Based on finding of the research the following summary, conclusion
and recommendation are presented below.

5.1 Introduction
This chapter summarized the major findings of the study. The main objective of the study
was to examine and access the effects of training and development on enhancing journalist
performance the case study of A case study of Ethiopian Broadcasting Corporation (EBC
Meznagna channel), Addis Ababa, The chapter provides a direction for further studies and
also gives some recommendations on this research title. The questionnaire and the interview
were the data collection instruments in this study and were strictly administered by the
researcher. Both primary and secondary information was used to determine the results and
findings of the study.

5.2 Summary of Findings

On the demographic composition of the EBC meznagna channel journalists, the study
revealed that among all the respondents, 41.4% of respondents were between the age of 31 –
54 years and this indicated that they are found on the average age of working group and
believed that they respond the questions fairly and maturely. The study also revealed that
majority (92.5 %) of the respondents was at degree and master level and the rest were
diploma holders. In addition 60.2 % of the respondents were male while the rest 39.8 % were
female. When we have a look at the year of service of the respondents in the organization, the
majority (56.4 %) of the respondents was been working 16-20 years.
From this study, the following particular findings are observed: The key findings indicated
that journalists training and development programs positively and significantly correlate and
influence employee’s performance, efficiency and commitment in an organization. When
organizations are constantly striving to create new knowledge and capabilities to enhance
journalist’s performance, both parties, the journalists and the organization will be benefited.
Most employees of the organization have understood the impact of training and development
program which enabled them acquired skills needed to do their jobs.

In the other hand, there were some respondents who responded as the trainee selection
process of the organization should be fair and transparent and whenever the performance
evaluation report shows that a journalist performed poorly, the required training program
should be given on time.

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According to the interview with human resource manager of the organization, the training
given to employees in EBC Meznagna channel is to improve their skills, knowledge, abilities
and competencies so as to make them productive and efficient in their work places. The
researcher has confirmed these issues from the response of the respondents and that most of
them have understood the objective of training and development program of EBC Meznagna
channel is to accomplish the organization’s needs that helped workers to improve their
performance.
The human resource manager also explained both on-the-job and off-the-job training methods
are available and given for employees on program. The findings of this research also indicated
that majority of the respondents have agreed on taking training has increased their awareness,
speed and quality of work, degree of discharging their responsibilities and enabled them be
effective. In addition to this, they also agreed that immediate supervisors and the management
in general should support journalist’s effort to implement the training and the trainings
methods, material and techniques used by the organization should be found in a better ground
along with the content of the trainings which are relevant with the jobs journalists of the
organization.

Regarding the overall aspects of the effects of the training and development program of the
organization, the majority of the respondents have responded positively, however there were
journalists that responded the current training program of the organization should be improved
to increase the satisfaction level of journalists so as to enable them perform their work with
greater accuracy and efficiency. In addition, the respondents indicated that through trainings
they have got the opportunity to get positive feedbacks from customers. Journalist also assumed
that trainings are applicable for the job after the trainings are conducted. Because it improves
journalists skill, attitude, capability. If so, trainings increase journalist’s motivation and lead
them to be satisfied with their jobs. In addition, the respondents responded that all the necessary
materials should be available in the work place at the right time and at the right quality and
quantity to implement their skills and in this regard reminded that due attention should be given
by the organization for this issue.
In the other hand, the respondents reminded that training and development programs should be
designed based on the requirements of journalist’s performance gap in order to enhance
journalists, achieve objectives and goals of the organization.

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Moreover, based on responds from percentage analysis, it was concluded that effect of training
and development program helped journalists to develop interrelationship with their staff and
strengthen team work in the organization
Finally it was concluded that the dependent and independent variables are positively and
significantly correlated and the regression analysis result reveals the beta value is -.210 which
indicates a change of one standard deviation in the predictor variable i.e. training resulted in a
change of standard deviations in the criterion variable i.e. employee performance. Thus, there is a
higher impact of training and development on employee performance. Hence, the effect of training
and development on journalist performance is negative and statistically significant. Therefore, there
is a significant negative relationship between training and development and performance of
journalists in EBC Meznagna channel.

5.3 Conclusion
Training and development has become one of the most significant human resource
management activities and responsibilities within today’s organizations and journalists are
the basic resource for any organization in order gain sustainable competitive advantage at the
end of the day. Given the current environment for many media or organizations, it is vital to
retain skilled and capable journalists in the media or organization. Because, EBC set up the
Fund for Training and Qualifying Journalists with the aim of developing human resources in
this sector and contributing toward building the capacities and skills of journalists The best
way to address these challenges is to attract and develop its potential journalists through
training and development programs as they are strategic tools for organizations. Considering
these facts, EBC Meznagna should do more in the area of training and development programs
with the target of have skilled, committed, responsible, and effective employees in the
organization.
Furthermore, with regard to the training process, the following points should be improved:

 The training needs assessment:- the training of EBC Meznagna has to be based on
the performance gap.
 The trainee selection process:- this is the point where employees are disagreed. They
believed that the trainee selection process has to be fair and transparent all the time

 The effectiveness of the training evaluation:- after the journalists took training, the
impact of the training on the performance has to be evaluated properly based the
performance gap of journalists

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  The training methods, training periods, training materials and techniques are
also the points that need to be improved to increase the effectiveness of the training
processes. The relevance of the content of training programs with the training
objectives are some of the points accepted by journalists as area of strength in regard
to effectiveness of training process of EBC Meznagna . Journalists also agreed that
the training has a positive impact on enhancing their performance. However, the
followings points are some of the constraints in effect of training on performance:-

1. Lack of the necessary resources to implement the acquired skills though training
2. Lack of immediate supervisors and management support in implementing the training
given
3. Lack of taking an action on time when the performance evaluation report shows that
an journalist performs poorly.

5.4 Recommendation
Based on the quantitative and qualitative data analysis the following recommendations are
suggested

 EBC Meznagna needs to improve the existing training and development program
based on the job need (performance gap) of journalists and performance evaluation
reports should be analyzed properly. Because, such actions motivate and promote
journalists to perform better in their jobs

 The training and development program of the organization has to be organized in

terms of human resources to the level that it can easily implement its objective and
procedures on the ground.
 EBC Meznagna needs also to revise its existing training policy, procedure and
training guidelines like how to select trainee and implement other training processes
in an organized manner.
 In addition to its current procedures, the organization training and development
program need to develop a mechanism how to make the training effective at the
workplace. There must be a proper support from top management at all levels,

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 communicating the training program , offering training and development
opportunities in a continuous manner

 Furthermore, the organization should conduct training and development program of

human resources on regular basis and also should consider training and development
program to be part of their daily routines in the organization. Because the organization
should create a conducive environment to make EBC Meznagna increase
productivity and profitable through designing and implementing proper training
program and achieve its objective

 EBC Meznagna should view various training and development programs as a way of
create skilled and capable human capital required to perform a given job taking into
account how to use new technology and share information to other journalist of the
organization
 More training programs should be introduced and high emphasis should be given for the
selection of the trainees and the delivery mode as it has a significant effect on the output
of the training. In addition equal opportunities should be given for all journalists for
attending the training courses.

 The last but not the least, the organization should maintain better strategic practices
which will assist in manpower training and development programs by allocating
sufficient budget and should measure periodically how effective from training
expenditures of journalists training.

.Finally as The Effect of Training and Development on enhancing journalist Performance an

relies on the training received, Medias should work hard on developing their journalist ‟s
performance by giving them the right training.

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References
Alibake, F., Ahmadi, S. A., Farahbakhsh, K., Abedi, A., & Alibake, M. (2012). The Effect of
Optimism Training on Quality of Life among Dormitory Female Students at Isfahan Medical
University. Iranian Journal of Medical Education, 12(9).

Cohen, L., Manion, L., & Morrison, K. (2017). Validity and reliability. In Research methods
in education (pp. 245-284). Routledge

Decenzo, D., & Robbins, S. (2010). Human Resource Management: International Student
Version. Wiley.

Elnaga, A., & Imran, A. (2013). The effect of training on journalist performance. European
journal of Business and Management, 5(4), 137-147.

Ethiopian Broadcasting Authority. (2019). Ethiopian broadcasters to migrate to SES

Gidey, A. (2016). The effect of training and development on employees performance: the
case of commercial bank of Ethiopia. Unpublished MSc. thesis, School of Commerce, the
Addis Ababa University, Ethiopia.

Gyansah, S. T., & Guantai, H. K. (2018). Career Development in Organizations: Placing the
Organization and Employee on the same pedestal to enhance maximum
productivity. European Journal of Business and Management, 10(14), 40-45

Imran, M., & Tanveer, A. (2015). Impact of training & development on employees’
performance in banks of pakistan. European journal of training and development
studies, 3(1), 22-44

Jemaneh, Yohanes (2017). TV Channels – Growing in Number, Less in Content. All Africa

Kothari C.R (2004) Research Methodology: Methods and Techniques. New Age International
Publishers. New Delhi.2nd Edition

Léger, P. M., Charland, P., Feldstein, H. D., Robert, J., Babin, G., & Lyle, D. (2011).
Business simulation training in information technology education: guidelines for new
approaches in IT training. Journal of Information Technology Education: Research, 10(1),
39-53.

Maund, L. (2001). Introduction to human resource management: theory and practice.

Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational

commitment. Human resource management review, 1(1), 61-89.

Mulatu A. Mulatu (2017). Ethiopian journalism from self-censoring to silence: a case of

reporting on internal conflict

Nassazi, A. (2013). Effects of training on employee performance.: Evidence from Uganda

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Nassazi, A. (2013). Effects of training on employee performance.: Evidence from Uganda.

Olaniyan, D. A., & Ojo, L. B. (2008). Staff training and development: A vital tool for
organizational effectiveness. European journal of scientific Research, 24(3), 326-331.

Robinson, D. G., & Robinson, J. C. (1995). Performance consulting: Moving beyond

training. Berrett-Koehler Publishers

Rama Devi, V., & Shaik, N. (2012). Training & Development-A Jump Starter for journalist
Performance and Organizational Effectieness

Sileshi, Binyam, and Yemane, (2016). Audience Satisfaction with Ethiopian Television
Evening Amharic Program. Graduate School of Journalism and Communications. Addis
Ababa: Addis Ababa University. Unpublished, MA Thesis

Sileshi Dabi, Binyam Alemayehu, Yemane Haileselassie (2016). 50 years of EBC

anniversary, Special magazine. Addis Ababa, Ethiopia

Strömbäck, J., & Esser, F. (2014). 16. Mediatization of politics: Transforming democracies
and reshaping politics. Mediatization of communication, 21, 375.

Tweissi, B. M., Suleiman, R. J., & Al-Garrallah, A. S. (2015). media journalists’ awareness
of the concepts and standards of journalistic quality within world media institutions. Journal
of Arab & Muslim Media Research, 8(1), 55-78.

Yahaya, K. A. (2007). Impact of investment in human resource training and development on

journalist effectiveness in Nigerian banks. Journal of social and management sciences, 12,
185-197.

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QUESTIONNAIRE

Dear Participants of this Questionnaire

This questionnaire is prepared for a research to be carried out under the title The Effect of
Training and Development on enhancing journalist Performance A case study of Ethiopian
Broadcasting Corporation (EBC Meznagna channel)for the partial fulfillment of the Masters
of Business Administration (MBA) Program at Hope university college .I would greatly
appreciate your participation and request a few minutes of your time to respond to the attached
questionnaire.

Your sincere participation is crucial for the effectiveness of the study. Your responses will be
kept confidential. The result of this study will used for academic research and all information
you provide will be kept confidential.
I kindly request you to spend some minutes of your time in answering the questionnaire
Notice
 No need of writing name
 In all cases where answer options are available please tick (√)
Please, for any clarification contact me at abuyee55555@gmail.com

Thank You! For your kind cooperation in answering the questionnaire.

Yours sincerely.

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Part I: Demographic or personal information

Question Response

1 Sex 1. Male 2. Female

2 Age A. 18-30 B. 31- 45

C. 46-54 D. Above 55

3 Educational level A. Master degree & above

B. Bachelor degree

4. Years of Service A.1-5 B. 6-10

in (EBC
C. 11-15 D .15-20
Meznagna
channel E. 21 -25 F. above 25

PART II.

EBC Meznagna Training Effectiveness

Please mark (√) on the table usinglikert scale 1 to 5points

(All of the time=5 Most of the time = 4 Some of the time =3 Little of the time =2and None of
the time

No Questions All of Most of some of Little of None of

the time the time the time the time the time

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 1 The trainings given by EBC Meznagna
are based on the job need( performance
gap

2 The training methods used by EBC

Meznagna are very effective

3 In all training and development

programs I clearly understood the
objectives of the training?

4 The training evaluation done after the

training program is effective

5 EBC Meznagna (መዝናኛ) channel, is

providing training program such as
classroom trainings, seminars,
workshops etc.

PART IIII

iNFORMATION ON THE IMPACT OF TRAIING& DEVELOPMENT ON

PERFORMANCE

Please mark (√) on the table using likert scale 1 to 5 points(Strongly Agree = 5 Agree= 4
Neutral =3 Disagree= 2 and Strongly disagree = 1 )

Please mark (√) on the table usinglikert scale 1 to 5points

(All of the time=5 Most of the time = 4 Some of the time =3 Little of the time =2and None of
the time

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 No Questions Strongly Agree Neutral Disagree Strongly
agree disagree
1 From the training given, I acquired
the necessary skills needed to do my
job

2 The training helped me in developing

interrelationship with my staff

3 The training developed my ability to

understand new jobs and methods

6 I feel that training enable me to

perform my work with greater
accuracy and precisely

 What recommendation would you offer the management on how best to use training
to motivate factory employees?
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
……………………………………………………………………………………
………………………………………………………………………………
 Apart from the factors above, how else would you describe the effect of training and
development program in your organization?
…………………………………………………………………………………………
…………………………………………………………………………………………
………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………
…………………………………………………………………

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 QUESTIONNAIRE

HOPE ENTERPRISE UNIVERSITY COLLEGE

Masters of Business Administration (MBA)

To be answered by Human Resource Manager

The following interview questions are designed to collect information about the effect training
and development program on enhancing journalism performance in the case of Ethiopian
Broadcasting Corporation (EBC Meznagna channel) .Dear Respondent, My name is Yenenesh
Mengist I am a post graduate student in the department of Masters of Business Administration
MA program at HOPE ENTERPRISE UNIVERSITY COLLEGE Now I am conducting a
research in the title “the effect training and development program on enhancing journalism
performance in the case of Ethiopian Broadcasting Corporation (EBC Meznagna channel) This
is an interesting and valuable topic, which may help the EBC Meznagna to sustain a
competitive advantage. As a lot of data from EBC Meznagna channel is required, your unique
position, experience and genuine response is so essential to my study. Your response will be
treated as strictly confidential and will be used only for academic purpose. Thus, here are below
the attached questionnaire for human resource manager (a person who perform the human
resource management aspect of the organization) and other concerned department managers of
the EBC Meznagna channel

Email abuyee55555@gmail.com

Thank you in advance for your cooperation

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List of interview questions for Human Resource Manager of the organization

1. Do you have a training plan and what does your training process look like?

2. Why your organizations conduct a training? What types of training and what methods of
training are used?
3. Is your organization training selection process fair and transparent?

4. Is your organization’s training and development programs have a positive impact on

enhancing employee performance? A. Yes ◊ B. no ◊

If yes, how do you measure it in terms of the attainment of training objectives?

5. Is the trainings given by the organization are based on the job need (performance gap)?

A. Yes ◊ B. no ◊

4. How are the commitments of the top management towards the attainment of the training
objectives of the organization?

6. Do you conduct evaluation to check the training effectiveness? A. Yes ◊ B.◊

7. Apart from the factors stated above, how else would you describe the effect of training and
development programs on enhancing employee performance in your organization?

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