EFFECTS OF TRAINING ON EMPLOYEE PERFORMANCE: A CASE

STUDY ON AIRTEL NETWORKS LIMITED, ABUJA

BY

NKEMAKOLAM SAMUEL NNANNA

BU/17C/BS/2923

DEPARTMENT OF BUSINESS MANAGEMENT

FACULTY OF MANAGEMENT AND SOCIAL SCIENCES
BAZE UNIVERSITY, ABUJA

JULY 2020
 DECLARATION

I declare that this project titled “Effects of Training on Employee

Performance in Airtel Networks Limited, Abuja” has been done by me
and supervised by Mr. Solomon Peter Adah.

Nkemakolam Samuel Nnanna Date

BU/17C/BS/2923
 CERTIFICATION

This is to certify that the Department of Business Management, Faculty

of Management and Social Sciences, Baze University, Abuja, Nigeria has
approved my research work “Effects of Training on Employee
Performance in Airtel Networks Limited, Abuja” by Nkemakolam Samuel
Nnanna (BU/17C/BS/2923).

Supervisor Date
Mr. Solomon Peter Adah

Head of Department Date

Dr. Pauline E. Onyeukwu

Dean, Faculty of Management Date

And Social Sciences
Prof. Osita Agbu

External Examiner Date

 DEDICATION

I dedicate this project to God and my family

 ACKNOWLEDGEMENT

Some people deserve to be acknowledged for their valuable contribution

to my project. I am grateful for the advice and constructive criticism
given to me by my project supervisor, which helped me with my work.

I am also indebted to my lecturers whose academic support helped me

carry out this study and would love to say a big thank you to everyone.

Finally, to my family for their financial support, faith, and patience

towards the successful completion of my project.
 ABSTRACT

Robust training of employees will enable organizations to maintain the

right set of workers with the necessary skills, knowledge, and attitude. It
will also ensure that plans are put in place to meet the challenges of skills
deficiency, for industries in the future. This research study reviews the
effects of training on employee performance in a telecommunications
company - Airtel Networks Limited, Abuja. The survey research
methodology using a questionnaire was employed in this study to enable
the researcher to successfully gain insight on the subject. The findings of
this study show that for organizations to see improvements in employee
performance, there is the need to develop training programs and ensure
employees who are of course the most vital assets of an organization are
consistently trained. This study concludes that the selection procedure,
training design, and training delivery style affects the outcomes of
training programs and ultimately the performance of the employees.
 TABLE OF CONTENTS
Title page
Certification
Declaration
Approval Page
Dedication
Acknowledgment
Abstract
Table of Contents
List of Tables
List of Figures

CHAPTER ONE: INTRODUCTION

1.1 Background to the Study………………………………………………………….1
1.2 Statement of the Problem………………………………………………………..4
1.3 Research Questions………………………………………………………………….5
1.4 Objectives of the Study…………………………………………………………….5
1.5 Research Hypotheses……………………………………………………………….5
1.6 Significance of the Study…………………………………………………………..6
1.7 Scope of the Study…………………………………………………………………….6
1.8 Definition of Terms…………………………………………………………………….7

CHAPTER TWO: LITERATURE REVIEW AND THEORETICAL FRAMEWORK

2.1 Conceptual Framework……………………………………………………………………8
2.2 Theoretical Framework.................................................................…..18
2.3 Empirical Review…………………………………………………………………………….19
2.4 Literature Review Summary……………………………………………………………20
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Research Design…………………………………………………………………………….21
3.2 Sources of Data……………………………………………………………………….…….21
3.3 Methods of Data Collection…………………………………………………………..21
3.4 Population of the Study…………………………………………………………………22
3.5 Sample Size and Sampling Technique…………………………………………….22
3.6 Methods of Data Analyses……………………………………………………………..22
3.7 Validity of the Research Instruments……………………………………………..23
3.8 Limitation of the Study…………………………………………………………………..23

CHAPTER FOUR: DATA ANALYSIS, FINDING AND DISCUSSION

4.1 Data Analysis………………………………………………………………………………….24
4.2 Findings of the Study……………………………………………………………………..34

CHAPTER FIVE: SUMMARY, CONCLUSION, AND RECOMMENDATIONS

5.1 Summary……………………………………………………………………………………….35
5.2 Conclusion……………………………………………………………………………………..36
5.3 Recommendations…………………………………………………………………………38
5.4 Areas for Further Studies……………………………………………………………….39

References…………………………………………………………………………………………..40
Appendix A………………….……………………………………………………………………...44
Appendix B………………………………………………………………………………………….49

List of Tables
Table 1………………………………………………………………………………………………..25
Table 2………………………………………………………………………………………………..27
Table 3………………………………………………………………………………………………..29
Table 4………………………………………………………………………………………………..32
Table 5………………………………………………………………………………………………..32
Table 6………………………………………………………………………………………………..33
List of Figures
Figure 2.1…………………………………………………………………………………………….8
Figure 4.1……………………………………………………………………………………………25
Figure 4.2……………………………………………………………………………………….....28
Figure 4.3……………………………………………………………………………………………31
 CHAPTER ONE: INTRODUCTION

1.1 Background of the Study

Due to significant changes in the corporate world, organizations -
including Airtel Networks Limited, understand that maintaining a
competitive edge in the market requires investment, employees should
be equipped with the right skills which acquired through intensive
training.

Training is the achievement of relevant skills or provision of necessary

knowledge for employees to perform specific tasks to achieve a common
goal (Olaniyan, 2008). It yields definite outcomes which include
improved staff competency and capacity for performance. An
organization may find it challenging to maintain competent staff in its
payroll if training of its workforce is not made available or considered a
priority. This will ultimately hinder the achievement of organisational
goals.

Organizations around the world including Airtel Networks Limited,

Nigeria require their employees to have the capacity to accomplish goals
that justify their wages. If the organization does not obtain the desired
or expected output from its employees, they will employ individuals who
meet those expectations or implement strategies that ensure poorly
performing employees meet performance expectations. In cases were
strategies are employed to improve performance, training is the
preferred solution (Onasanya, 1999).

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Employees gain knowledge, skills, and abilities to change their behaviour
and attitudes during training which can producing high quality results for
the organisation (Ahmed & Yohanna, 2014).

This individual improvement seen in employees also translates to

improved organisational performance (Al-Mzary, Al-Rifai, & Al-Momany,
2015, Okechukwu, 2017). Training can also ensure that the workforce
can adapt seamlessly to new technology increasing the efficiency and
productivity of individuals and organizations (Khan, Abbasi, Waseem,
Ayaz, & Ijaz, 2016).

In this age of technological advancement, change is a reoccurring and

persistent factor. As a result, organizations must ensure training is
consistent in order to tackle the challenges that arise from political,
financial, societal and pioneering changes in the environment (Buckley &
Capel, 2009). For organizations to survive, grow and develop, they must,
therefore, increase their capacity to adjust to the external and internal
needs that occur as a result of these changes.

Furthermore, customer service, efficiency, quality, employee retention

and development are some of the reasons that drive the implementation
of training programs in organizations as a means to influence
performance (Noe, 2008). To claim the top spot in a specific industry,
organisations must compete. This competitiveness serves as motivation
to improve an organization's capacity to possess and sustain market
share in a specific industry. As a result, a large number of organizations
have been driven to build training centres to ensure they have a superior
stance in the market (Noe 2008).

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Organizations are now experiencing significant changes as a result of
innovations, rapid evolution of knowledge, globalization of business, and
escalation of e-commerce. Therefore, it is relevant for organizations to
figure out ways to attract, maintain, and encourage their skilled
workforce for improved performance. This is because "the human
factor" plays an important role in reaching organizational goals
(Gberevbie, 2010 p.61).

Training allows employees to gain knowledge on the best way to utilize

emerging and new technologies. It also provides insight on ways to
function effectively in new work designs and environments such as
virtual groups, liaising and communicating with customers and other
stakeholders from various backgrounds for efficient services (Noe,
2008).

Due to the increase in global competition, organizations must find ways

to reduce their expenses, while improving quality, delivery speed, and
adaptability. In this new age, it is also essential that improvements not
only focus on output and feasibility of technical processes but also on the
employees who execute them. It has therefore become increasingly
important for employees to adapt to change quickly, while staying
competent and motivated (Bokhorst & Slomp, 2007).

“Airtel Networks Limited is a foremost telecommunications provider in

Nigeria with its headquarters in Lagos Nigeria. Airtel with a customer
base of more than 39.8 million is amongst the top four mobile service
providers in terms of subscribers. Airtels product offerings include 2G,
3G, and 4G wireless services, mobile commerce, and enterprise services”

3
(Airtel, 2020). Airtel Nigeria stated that its most important assets are its
people. As a result, they constantly strive to hire passionate people who
have energy and a can-do spirit looking to influence their communities
positively (Airtel, 2020).

To maintain a workforce that can effectively manage a diverse customer

base of over 30 million and ever-changing technology in the industry,
training becomes a necessity. This research seeks to find out if training
is a culture imbibed in Airtel Nigeria and its effect on employees and
overall employee performance.

1.2 Statement of the Problem

Training is currently in a state of crisis around the world mostly due to
the harsh economic climate. As a result, organizations such as Airtel
Networks are forced to cut down on training budgets as one of the first
line of items to reduce expenses. This means that the lofty ideas about
continuous learning and professional development of employees have to
give way to concrete justification with convincing evidence that they will
deliver bottom-line results and contribute to the achievement of
organizational objectives (Kirkpatrick & Kirkpatrick, 2016).

The current economic challenges and crisis in the training world can
result in low-level productivity of employees. Some organizations incur
many losses inform of wastage arising from mistakes made by workers
who lack the specific skills needed to perform their jobs effectively.
Another major problem faced by Airtel Networks Limited, Abuja,
resulting from the non-existence of training and development plans is
job dissatisfaction.
4
1.3 Research Questions
Based on the objectives, the research questions were composed for this
study. These objectives are listed below:

 The degree of influence the selection procedure of

employees for training affect employee performance?
 The degree of influence training design affect employee
performance?
 The degree of influence training delivery style affect
employee performance?

1.4 Objective of the Study

The objective of the study aims at deducing the effect of training on
employee performance in Airtel Networks Limited, Nigeria. This study
seeks to:

 Ascertain the impact to which the selection procedure of

employees for training affects employee performance.
 Ascertain the impact to which training design affect
employee performance.
 Ascertain the impact to which training delivery style affects
employee performance.

1.5 Research Hypotheses

Three hypotheses were formulated for testing to achieve the objectives
stated above. These are listed below:

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  There is no correlation between the selection procedure of
employees for training and employee performance.
 There is no correlation between employee training and
employee productivity.
 There is no correlation between training delivery style and
employee performance.
1.6 Significance of the Study
The outcome of this study is integral to management, members of staff,
human resource management, and researchers in making informed
decisions about employee training. Top management can make
decisions that develop employee performance through organising
training and performance development programs.

Airtel employees was used as a case study for the need for training and
consistent participation as they have inside knowledge of Airtel business
operations.

This study will provide the human resource department with relevant
information for appropriate planning and implementation of training
and development programs.

This study will also serve as reference material for additional studies into
the subject matter.

1.7 Scope of the Study

The study looked at the effects of training on employee performance.
Restriction to this study was the selection procedure for training
programs, employee-training design, and training delivery style on

6
employee performance. The geographical scope for this study is Abuja.
The telecommunication company used for the study is Airtel Networks
Limited, Abuja.

1.8 Definition of Terms

Employee – A person who has been hired to do specific tasks.

Employer – An employer is the authority which employs and pays

employees for their labor.

Employee Performance – This is an outcome of an employee to achieve

a certain goal.

Questionnaire – This is a research tool that consists of a chain of

questions used to gather information from the respondents.

Organization – An entity that involves one or more people coming

together to accomplish a common goal or objective.

Performance – The achievement of specific responsibilities graded

against a pre-set standard of accuracy (Afshan et al. 2012).

Training - An activity planned in a systematic fashion that results in a high

level of enhanced skills and knowledge that is necessary to effectively
and efficiently perform any task (Pace, Smith & Mills 1991).

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 CHAPTER TWO: LITERATURE REVIEW AND THEORETICAL
FRAMEWORK

2.1 Conceptual Framework

TRAINING DESIGN TRAINING DELIVERY

EMPLOYEES  Pretest trainees  Schedule training
TRAINING  Select training methods  Conduct training
 Plan training content  Monitor training

Figure 2.1: Conceptual framework of the effect of training on employee

performance

Concept of Training

Training is the methodical gaining and improvement of knowledge, skills,

and behaviours imperative for employees to complete the job
responsibilities or to perform better in their work environment.
(Tharenou, Saks and Moore, 2007).

Based on various other studies training can also be interpreted as,

intentionally improve attitude, knowledge or skill via learning in order to
attain improved performance in a specific task or variety of tasks
(Beardwell and Holden, 2001:324). Its major goal is to improve individual
competences and to be equipped to meet the current and future needs
of the organisation.

8
The exponential rate of technological advancement of information and
technology reduces the time frame which knowledge and skills become
out-dated. This makes it impossible for skills required by employees for
work to remain stagnant. As a result, it is paramount for employees to
align their personal development goals to that of their organisation and
their own future growth. It is also important for the Human Resources
Department to take into consideration the current and future
requirements and goals of the organisation when designing, planning
and implementing employee training programmes (Holden, 2001).
Despite these different views, it is important to note that the reviews by
all the scholars imply that training helps in the improvement of employee
performance.

Consistent profitability of any business venture is largely determined by

the level of employees’ quality and their performance improvement via
training and continuous learning. Human Resources experts agree that
organisation strengths lie in the best of its employees indicating the
importance of training being in tandem with employee training needs
(Noe, 2008). In the same vein, Bratton and Gold (2000) confirm that
effective cooperate leaders understand that their competitive edge in
today's market place is their workforce. The human resources of few
organisations aren’t effectively coordinated as these organisations
engage in old-style management methods are unsuitable in today's ever-
changing workplace.

Recruitment of competent employees is a major requirement in the

management of any organisation, whether small or large. As a result of
the inadequacies in the formal educational system in Nigeria, basic work
skills and competencies needed to thrive in the workplace is lacking in a

9
significant number of employees. This means that many employees have
to undergo intense on-job training in order to gain the necessary skills
required to make a significant contribution to the growth of an
organisation. It’s imperative for organisations to understand their
employees train needs through a need’s assessment design and analysis
with overall organizational goals and objectives for actualization of the
organizations vision and mission.

Types of Training

There are certain factors that determine the type of employee training
suitable to a specific organisation. These include the job description, skill
gap to be filled, the employees' current qualifications, and the difficult
tasks employees encounter in fulfilling the responsibilities of the job.
Also, employee size to be trained, availability and cost can be factors to
consider (Adamu, 2008). An employees' current, or future job role is also
a major deciding factor in the model of training to be adopted (Ezigbo,
2011). The models of training that can be implemented fall broadly into
two types namely: on-the-job and off-the-job training, (DeCauza et al,
1996).

A. On-the-job training (OTJ): This is a model designed to provide

training to employees in their normal/routine working
environment. The goal of this type of training is to allow employees
familiarize with their normal working circumstances, i.e. during the
training period; employees would directly use processes,
machinery, and equipment that will be used routinely. Additionally,
it provides employees with first-hand experience on how to handle
difficulties that may arise during the execution of a task. Trainees
aim to learn by observing the supervisor or a more experienced

10
 employee performing a specific task. To perform the task, trainees
are guided by the instructions of the supervisors. This method is
very common amongst companies for training employees currently
working at the organisation and sets the tone for employees that
will be hired in the future due to its cost-effectiveness and
simplicity. Examples of the on-the-job trainings are discussed
below

1. Apprenticeship

Apprenticeship is a training system that is commonly used for the new

generation of practitioners of a specific trade or profession. It ranges
from craft occupations to regulated professions that require obtaining a
professional license. This system of training provides employee with the
required knowledge and skill required for a craft or a variety of related
jobs (Ezeigbo, 2011). Majority of the training involves working for an
employer who teaches the apprentices their trade or profession, in
exchange for their labour over a fixed period after they have attained
assessable competencies. An allowance for upkeep is usually provided
by the employer during the period of training.

2. Induction/Orientation

This training is given to fresh employees to induct them into

organisation’s processes, policies, goals and regulations of an
organization (Olaniyan and Ojo, 2008). New recruits are introduced to
their new job responsibilities which usually occurs during the first day/
week of resumption.

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 3. Internship

This type of on-the-job training is mostly used for formal

jobs/professional careers. Internships and apprenticeships are similar
however they are both geared towards different career paths i.e.
internships are for professional careers and apprenticeships for
trade/vocational jobs. Internships are popular with under-graduates.
Post-graduate students can also undergo internship training. For the
most part, internship provide you with an opportunity to expand your
knowledge and benefit from invaluable on-the-job experience.
Renumeration for internships are can either be paid, unpaid or on a part
time basis.

4. Job Rotation

In this type of training, trainees are given different job roles and
responsibilities in different departments over a period of time. This is an
effective strategy for developing employees for management roles as
they are alternated from one assignment to another exposing them to
the entire chain of operations in the organisation.

A well-structured job rotation program in an organization yields positive

impact on job fulfilment and zeal to take on new challenges within the
organisation. Rewards of this are building strong leaders, job
enhancement and enthusiasm to perform due to exposure to new
challenges and career development.

B. Off-The-Job training – This method of training is done at an organized

off-site, at a different location from the current organization for an
agreed time. The purpose of this method of training at a different site to
provide employees with a change of scenery which most times has a

12
positive impact. They can also analyse previous behaviours for the
purpose of reflection on what has been successful and what has not
(Okanya, 2008). The trainees are provided with educational material,
which covers the theory aspect. During the type of training, trainees feel
more inclined to express their views and feelings. They can also explore
new and pioneering impressions using case studies, conferences,
seminars, audio-visuals, lectures, simulations and role-play. This is an
expensive training method with expenses including the place of training,
facilities used in training the employees, and hiring experts to add value
to the training. A method of off-the-job training is the classroom
instruction technique as described below.

-Classroom Instruction Technique

This type of training is typically designed to take place at off-site

locations e.g. professional institutions and designated training centres.
Adamu, 2008 states that its main purpose is to stimulate and absorb the
general principles of various ideas, the comparison between these ideas
based on background knowledge. The techniques employed in this
method include case studies and lectures. Seminars, Workshops,
conferences and symposiums can also be used to achieve this type of
training. A form of assessment is usually conducted after the training and
a certificate of participation issued.

Employee Performance Indicators

A major objective for HR departments is tracking employee training and

its resultant effect. Organisations develop key performance indicators
(KPI) to guarantee ample return on investment from training of

13
employees. Appropriately developed KPI serve as a yardstick for
assessing the progress of employees against a series of wide-ranging
goals or objectives. However, a significant number of organizations are
unable to develop suitable KPI.

To effectively track employee training and its effectiveness, key

performance indicators should include; specific objectives, measurable
goals, relevant goals to the organization and Time-frame for achieving
this goal. Hakala (2008) explains that the following indicators are used to
measure performance

Quantity: This indicator highlights the amount of items produced, or

sold in comparison to the fixed standard i.e. the amount of items
earmarked for production, processing and sale.

Quality: Several Indicators are used to measure the quality of a

completed task. The ratio of work output repeated or rejected is an
indicator. In a sales environment, a key indicator of quality salesmanship
is the proportion of enquiries converted to sales.

Timeliness: This measures the speediness in the completion of tasks or

provision of services. For example, in a manufacturing company; a time
based indicator is the time frame used to produce a product or cycle time
for a specific operation.

Cost-effectiveness: This factor can be used as a measurement evaluating

how an employee is cost efficient.

Absenteeism/Tardiness: An absent employee cannot perform his/her

duties. The performance of other employees can be impacted negatively
by absences, too.

14
Creativity: This performance indicator may be problematic to quantify,
but in a number of formal jobs, it is very vital. Managers and employees
should create their own yardstick or metrics for creative input from
employees.

Policy Adherence: Policies are put in place to create boundaries and

ensure encouragement of creativity does not translate to deviation of
companies’ ethics, rules and regulations. Employees who deviate from
company policies show that their performance and development goals
do not align with those of the company.

Gossip and Other Personal Habits: This may not be an obvious

performance-related indicator, but personal habits like gossip, can
adversely affect performance and hinder that of others. Such behaviours
should be confronted, and goals set to reduce their occurrence.

Effect of Employee Training on Employee Performance

Trainers must be knowledgeable on the relationship between training

and profit (Pont, 2003). Training for the sake of training is no longer the
order of the day. It must yield a competent workforce that can keep up
to pace with the high level of skills and capabilities that are essential in
today’s dynamic work environment and prepare employees for future
demands. It is then expected of trainers to use each opportunity as a
response to achievements, mostly on the effect on the business to
senior management (Pont, 2003). If the training provided is not
delivered professionally, the quality of learning diminishes causing
reduced individual competence and ultimately having an unfavourable
effect on business performance (Biech 2009).

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In a dynamic world of business and economic uncertainty, organizations
acknowledge their plight in handling challenges that arise (Tai, 2006). As
a result, firms should invest in training programs to ensure their
employees are capable and competent to face uncertainties and take
timely and effective decision, to maintain a competitive edge in the
market. Effective training is of immense value to organizations as vital in
capacity development, for the individual and organizational levels, as
such influencing organizational performance (Ezigbo 2011).
Furthermore, it decreases the employee turnover and prevents
employees changing jobs rapidly (Shaw et al 1998). It is also indicative of
the organisation’s dedication to its employees which in turn leads to an
increase in their motivation.

Training also helps improve quality of products/services, productivity,

consumer satisfaction, morale, viability, management succession,
business development, and organizational performance. In most
organisations, individual and organisational appraisals are performed to
identify needs before training programmes are planned and
implemented (Olaniyan & Ojo, 2008:327). A post training evaluation is
also done to determine the usefulness of the program in accordance with
the needs identified (Olaniyan &Ojo, 2008). The evaluation provides
insight into the level of impact the training has on employees'
productivity. These steps are important because an organization
succeeds when its employees possess and apply the required knowledge
and skills.

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Training Design and Employee Performance

Organizations must be cautious when designing training programmes

(Armstrong, 2000). The design must align with identified needs of the
employees (Khan, Khan, and Khan, 2011). Organizations that meet this
criterion when designing training programmes usually obtain good
results (Partlow, 1996).

There are three key factors to consider when formulating a training

design, these are; understanding trainees’ eagerness, learning styles and
trainee knowledge transfer. Trainees must have the basic skills required
for acquiring knowledge, high level of motivation for learning and also
self-efficacy in order for a training to yield positive results (Mathis and
Jackson (2000). Trainers must be well-informed on the application of
learning theories in the design of training programmes to ensure the
objective of training which is to help employees gain the required skills,
knowledge and behaviour needed for improved performance at work is
met. Individuals are more likely to learn if they acknowledge the need
for training and make a commitment towards it.

Effect of Training Delivery Style on Employees Performance

A key component in delivery a training programme is in its delivery style

(Carlos, 1995). Employees are mindful of the trainers style of delivery
applied in their trainings (Armstrong, 2000). Therefore, if a training is not
delivered in a suitable style or engaging its audience, the essence of the
training is lost. (Phillip and Eves, 2005). Delivery style is a vital element
in training because it is the determining factor in achieving the changes
expected in the trainee. It is the responsibility of the HR department to

17
ensure that the delivery style applied in trainings capture the interests of
the trainees. A common consideration to conduct training on a pilot basis
or trial basis to determine if it meets the identified needs and that its
design is suitable for the group of trainees (Mathias and Jackson, 2004).

2.2 Theoretical Framework

Employee training has two major theoretical approaches, which are, the
human capital approach and the technology-based approach. The
human capital approach suggests that training is an investment in human
capital whereby gains achieved from increased productivity levels are
greater than the cost of training (Luo, 2000). The technology-based
approach suggests that training is a skill formation process. According to
this approach, training in the contemporary period is driven by a rapid
change in technology and work reforms. To reform employee
performance and growth, this type of training is preferred as it explores
the needs of an organisation.

Luo (2000) says that organisations face challenges with trainings as a

result of four different factors. Firstly, trainings that are conducted are
not essentially tied to the technicality of the role. Secondly, prior needs
assessments are rarely performed, despite suggestions to do so in most
training guides. Third, training instructors and organizations rarely
evaluate outcome(s) resulting from trainings. Evaluation, when one is
done, is often focused on how trainees feel about the training and not
what was learnt. Feedback forms often referred to as "smile sheet", as
the response from trainees to determine the impact of the training.
Fourthly, the rapid expansion of personal development and training has

18
taken place with little or no consideration of scientific evidence that may
link such training with improvements in organizational goals.

2.3 Empirical Review

Studies have tried to demonstrate that high skills are contributory

factors responsible for the success of organizations (Tamkin, 2005).
Research indicates a substantial relationship amongst an effective
workforce and employee performance mainly gauged by the level of
workforce productivity.

A report confirmed that employees of manufacturing companies with on

average a higher/additional qualification performer better (Haskel and
Hawkes 2003).

Employees’ innovation are sparked through the acquisition of higher

skills which leads to a more refined production process and higher
quality products.

Similarly, in the US it was found that an additional year of education

increased productivity in the range of 4.9 - 8.5% in the manufacturing
sector and 12.7% in the services sector (Lynch and Black, 1995).

The impact of training on performance has been analysed for different

indicators including improved output, profits, salary bandwidth.
Increased training led to a more effective work force with increased
productivity across several sectors. The manufacturing companies
participating in trainings showed increased level of productivity, higher
intensity, conducted more research, and had a more competent
workforce.
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Collier et al (2002) found that increased funding in training reduces the
chances of an organization closing down. For smaller organizations,
informal workers training had an impact whereas for larger
organizations, training of informal workers. Employees’ motivation and
positive outlook are evidence-based benefits from training noted.

2.4 Literature Review Summary

This literature is reviewed on both conceptual and empirical reports.

From the reviewed empirical studies, it was discovered that training
would help an organization compete in a particular industry. A few
related studies found a significant relationship between training and
employee performance. An overview of the empirical studies reveals a
few local studies on training and employee performance.

20
 CHAPTER 3: RESEARCH METHODOLOGY
3.1 Research Design

The research design includes the techniques used for the collection,
measurement, and analysis of data. Due to the lack of control by the
researcher over the variables and outcome of this study, survey design
was chosen. It took one month to collect and review the answered
questionnaires. See ‘Appendix A' for this study questionnaire.

3.2 Sources of Data

Two types of data were gathered for this study: primary and secondary.
For the primary data, questionnaires were directly distributed among
employees at Airtel Networks Limited, Abuja to provide first-hand
answers to the questions posed. For secondary data, relevant articles,
books, journals, and reports were used in this research.

3.3 Method of Data Collection

Questionnaires were used as a method of data collection in this study.

Data was retrieved from 145 employees who responded to the
questionnaires.

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3.4 Population of the Study

The population consists of 200 senior and junior staff of Airtel

Communication, Abuja. The senior staff comprise of 64, while the junior
staff are 136 in number (Human Resource Departments of Airtel
Networks Limited).

3.5 Sample Size and Sampling Technique

Since the population of the study is not high, all the respondents were
used. Census sampling technique was adopted. Census sampling
method is a process whereby a statistical list where all members
of the population are gathered and analyzed (UNECE 2006). This
is because all the population in the study was used. A total
number of 145 employees responded to the questionnaires
distributed which comprises of 56 senior staff and 89 junior staff
respectively.

3.6 Methods of Data Analysis

Data generated from the questionnaire is illustrated using Microsoft

Excel while the chi-square test performed with the Statistical Package for
Social Sciences (SPSS) will be used for the hypothesis. Also, comparisons
will be drawn from the percentage of responses given by the
respondents. This will take into account the level of employment, the
highest education level, and years with the organization.

Decision Rule on Chi-square Analysis: For this study, the chi-square

analysis shows the relationship between the dependent variable and the
22
independent variable. For a 5% level of significance, the decision rule is
as follows;

1) If p>0.05, the null hypothesis is accepted, and if p<0.05, the null

hypothesis is rejected.

2) If X2-cal > X2-crit rejects H0; X2-cal < X2-crit accepts H0

3.7 Validity of Research Instrument

Validity can be defined as the level to which a measuring instrument

performs its designed function (Uyimadu, 2005). To ascertain the
instrument validity, the decision was made to adopt content validity.
The instrument was validated by the research supervisor. He ensured
that the instrument represented the entire range of probable factors to
be tested in the study.

3.8 Limitation of the Study

1. Accessibility to the respondents was limited. This can be
attributed to busy schedules and unavailability of field/sale
agents in the office
2. Some of the respondents did not seem keen to participate in the
survey
3. The government imposed a nationwide lockdown on the FCT
due to the recent pandemic, which adversely affected the
retrieval process.

23
 CHAPTER 4: DATA ANALYSIS, FINDING AND DISCUSSION
In this chapter, data collected in the course of this study are presented
in tables and bar charts for illustration. Also, the Chi-square analysis for
testing the hypothesis will be explained.

4.1 Data Analysis and Discussion of Findings

Research Question 1: Ascertain the impact to which the selection

procedure of employees for training affects employee performance.

S/N Does the employee Strongly Agree Strongly Disagree

selection procedure for Agree Disagree
training affect
employee
performance?

1. I am trained 48 58 9 30
consistently at Airtel
Networks, Limited

2. The HR 33 81 22 9
department/immediate
supervisors have a
strong influence on the

24
 selection of an
employee for training

3. Discrimination in 44 88 6 7
selection for training
has a negative impact
on employee
performance

4. Unsystematic approach 31 99 4 11
of selection affects
employee performance

Table 1. Effect of selection procedure for training on employee

performance

Selection Procedure
120

100

80

60

40

20

0
Strongly Agree Agree Strongly Disagree Disgaree

Frequency HR/Immediate Supervisors Discrimination Unsystematic

25
Figure 4.1 Bar chart showing the effect of selection procedure on
employee performance based on responses from the survey.

The result in Table 1 shows that 73% of employees who participated in

the survey agree that they are trained regularly; however, the number
of employees who strongly disagree with this is significant.
Approximately 27% of employees who responded seem unhappy with
the frequency of training at Airtel, Nigeria. However, it was observed that
a large number of these employees were junior level staff and have only
worked with the organization for a duration of one to five years. Based
on this analysis, it can be speculated that Airtel is more willing to invest
in higher-level staff who have shown commitment to the organization.

Also from Figure 4.1, Human resource managers and immediate

supervisors are huge deciding factors in the selection procedure for
training. This can be considered appropriate because these types of
employees have direct/indirect access to performance levels and key
areas of improvement in various departments. Approximately 22% of
respondents disagree with this notion. This may be due to the
differences in leadership styles amongst supervisors in different
departments. The level of flexibility may vary amongst
managers/supervisors some of which may allow their subordinates to
have a strong influence in the selection procedure.

Analysis of the survey conducted shows that discrimination affects the

selection procedure negatively inferring that those who need training
may not have access to it. This can result in complete wastage of

26
resources channelled into training programs. Also, it can be deduced
from the survey that an unsystematic approach to the selection
procedure for training affects employee performance. A methodological
approach will ensure that processes can be repeated irrespective of the
availability of specific employees and targeted improvements can be
made where necessary.

Research Question 2: Ascertain the impact to which training design

affect employee performance?

S/N Does training design affect Strongly Agree Strongly Disagree

employee performance? Agree Disagree

1. Good training ensures that 66 67 4 8

identified employee skill
gaps are adequately
captured

2. Training design affects 41 76 8 20

employee participation

3. Training design must be 51 89 3 2

evaluated before
implementation

27
4. Poorly designed training 68 76 0 1
results in waste of
resources

Table 2. Effect of training design on employee performance based on the

survey

Training Design
100
90
80
70
60
50
40
30
20
10
0
Strongly Agree Agree Strongly Disagree Disagree

Good Training Design/Employee Skill Gaps Employee Participation

Evaluation Bad Training Design/Waste of Resources

Figure 4.2 Effect of training design on employee performance

The survey revealed that a significant number of respondents agree that

a good training design ensures that skill gaps are adequately captured.
This is evident in Figure 4.2, with the graph showing a clear distinction
between the numbers of respondents who agree that training design
plays an important role in achieving training goals and those who
disagree. This means that employees can perform specific tasks better

28
because of the targeted approach applied when designing training
programs. The high number of employees (81%) who agreed that
employee participation in training would be boosted by a good training
design indicates the importance of this factor in improving employee
performance post-training. To ensure design meets expectations, parties
involved before implementation must evaluate it. Training programs
that do not capture the attention of its participants will have minimal or
no impact on employee performance and result to waste of resources. A
poor training design is nothing but a loss of time and money. As stated
by Mathis and Jackson (2000) the learner's willingness, trainers’
understanding of different learning styles, and ability to design training
for transfer are integral factors for consideration when designing a
training program. These will improve engagement, content assimilation
and guarantee sustainable impact of training programs.

Research Question 3: Ascertain the impact to which training delivery

style affects employee performance?

S/N Does training delivery Strongly Agree Strongly Disagree

style affect overall Agree Disagree
employee
performance

1. Training delivery style 48 95 0 2

affects the level of
participation by

29
 employees in a
training program

2. Training delivery style 39 104 1 1

can affect the level of
completion in training
programs

3. The delivery style of a 67 76 0 2

training program
ensures its objective is
achieved

4. The delivery style of a 52 87 2 4

training program can
affect employee
performance

Table 3. Effect of training delivery on employee performance

30
 Training Delivery
120

100

80

60

40

20

0
Strongly Agree Agree Strongly disagree Disagree

Participation Completion Objective Employee Performance

Figure 4.3 Effect of training delivery style on employee performance

Deducing from Figure 4.3, participation in training programs is hugely

affected by the delivery style. Completion of training programs by
participants and fulfillment of training objectives is also heavily impacted
by the style of delivery used. On average, 96% of participants of this
survey agreed that the delivery style in training programs is paramount
to the participation and completion of training by employees. Various
factors must be considered to ensure the delivery style improves the
level of assimilation of training content. These include the level of
employment, type of work, skills gap, number of participants, etc.
Further analysis also reveals that the overall employee performance is
improved after participation in trainings delivered based on such
considerations.

31
Test of Hypothesis

Hypothesis 1: There is no significant relationship between the selection

procedure of employee training and employee performance.

Table 4: X2 analysis of the relationship between the selection procedure

of employee training and employee performance
VARIABLE N Df
𝑥 2cal Sig. (2- Level of 𝑥 2 crit. Decision
tailed) Sig.

Selection procedure of H01

145 9 59.304 0.000 0.05 12.49
employee training Rejected

Employee performance

Table 4 revealed that the 𝑥 2cal is 59.304 with df = 9 and p<0.05. The
obtained 𝑥 2cal value of 59.304 is greater than 𝑥 2crit. = 12.49, therefore
the null hypothesis that there is no significant relationship between
selection procedure of employee training and employee performance is
rejected. This implies that there is a significant relationship between the
selection procedure of employee training and employee performance.

Hypothesis 2: There is no significant relationship between employee

training and employee productivity

Table 5: X2 analysis of relationship between employee training and

employee productivity
VARIABLE N Df
𝑥 2cal Sig. (2- Level of 𝑥 2 crit. Decision
tailed) Sig.

Employee training 145 9 50.170 0.000 0.05 12.49

H02
Rejected

Employee productivity

32
Table 5 revealed that the 𝑥 2cal is 50.170 with df = 9 and p<0.05. The
obtained 𝑥 2cal value of 50.170 is greater than 𝑥 2crit. = 12.49, therefore
the null hypothesis that there is no significant relationship between
employee training and employee productivity is rejected. This implies
that there is a significant relationship between employee training and
employee productivity.

Hypothesis 3: There is no significant relationship between training

delivery style and employee performance.

Table 6: X2 analysis of the relationship between training delivery style

and employee performance
VARIABLE N Df
𝑥 2cal Sig. (2- Level of 𝑥 2 crit. Decision
tailed) Sig.

Training delivery style 145 9 18.416 0.031 0.05 12.49

H01
Rejected

Employee performance

Table 6 revealed that the 𝑥 2cal is 18.416 with df = 9 and p<0.05. The
obtained 𝑥 2cal value of 18.416 is greater than 𝑥 2crit. = 12.49, therefore
the null hypothesis indicates no significant relationship between training
delivery style and employee performance is rejected. This implies a
significant relationship between training delivery style and employee
performance.

33
4.2 Findings of Study

1. To a high extent, the selection procedure of employees for training

affects employee performance.
2. A poorly designed training program results in wastage of resources
and impacts employee performance negatively.
3. To a high extent, training delivery style affects employee
performance

34
 CHAPTER 5: SUMMARY, CONCLUSION AND DISCUSSION
5.1 Summary of the Study

The study aims to deduce the effect of training on employee

performance in Airtel Networks Limited, Nigeria. In Chapter One, an
insight into the background and the relevance to the study was described
in detail. Three objectives and research questions were formulated that
guided the course of this study. The study was delimited to the selection
procedures for training programs, employee training design, and
delivery style of training focusing on employees of Airtel Networks
Limited, Abuja.

A review of relevant literature from a pool of existing bodies of

knowledge and from theoretical, conceptual, and empirical studies that
relate to the researcher's focus was carried out in this study. The
population consists of 145 employees that responded to 56 junior staff
and 89 senior staff at Airtel Networks Limited, Abuja. A self-structured
questionnaire was used as an instrument to collect data for the study.
The instrument was reviewed by the researcher and validated by the
research supervisor.

The study using the validated questionnaire showed that the selection
procedure for training, training design, training delivery, and consistent
training affects overall employee performance at Airtel Networks,
Limited.

In Table 4 revealed that the 𝑥 2cal is 59.304 with df = 9 and p<0.05. The
obtained 𝑥 2cal value of 59.304 is greater than 𝑥 2crit. = 12.49, therefore
the null hypothesis that there is no significant relationship between
selection procedure of employee training and employee performance is
35
rejected. This implies that there is a significant relationship between the
selection procedure of employee training and employee performance.

In Table 5 revealed that the 𝑥 2cal is 50.170 with df = 9 and p<0.05. The
obtained 𝑥 2cal value of 50.170 is greater than 𝑥 2crit. = 12.49, therefore
the null hypothesis that there is no significant relationship between
employee training and employee productivity is rejected. This implies
that there is a significant relationship between employee training and
employee productivity

In Table 6 revealed that the 𝑥 2cal is 18.416 with df = 9 and p<0.05. The
obtained 𝑥 2cal value of 18.416 is greater than 𝑥 2crit. = 12.49, therefore
the null hypothesis that there is no significant relationship between
training delivery style and employee performance is rejected. This
implies that there is a significant relationship between training delivery
style and employee performance.

5.2 Conclusion

A significant number of studies have been conducted in various

industries and businesses overtime resulting in differing views on the
effect of training and proposed solutions to improve employee
performance. The purpose of this study is to examine the effects of
training on employee performance in Telecommunications Company -
Airtel Networks Limited, Abuja.

The findings reported in this study suggests that training has an impact
on the performance of employees concerning their jobs. This result is
largely consistent with some of the literature widely available and also

36
used for this research. To gain in-depth knowledge of this subject,
questions focused on selection for training, participation in training,
training design, training delivery style, and impact of the training on
employee productivity were posed to employees using a questionnaire.

Results show that when a systematic approach void of discrimination is

employed in the selection of employees for training, it enhances
performance. This implies that employees who need training have access
to it, yielding improved results in their abilities to carry out required tasks
effectively.

Also, 81% of respondents agreed that a good training design will increase
the level of participation in trainings by employees. This will in turn
ensure that the goal of trainings offered which is to improve
performance is achieved. The delivery style of training programs is also
an important factor to consider when employees are trained. 91% of
respondents agreed that this factor is paramount in ensuring employees
participate fully and complete training programs. It will also allow
employees on different levels of intellect to gain the required knowledge
from the training program.

Using Chi-square analysis, the three hypothesis stated in this study was
rejected. This proves that; (1) There is a significant relationship between
the selection procedure of employees for training and employee
performance (2) There is a significant relationship between employee
productivity and training (3) There is a significant relationship between
training delivery style and employee performance.

Based on the findings of the study, trainings are designed to attract,

develop, motivate, and retain employees who ensure the effective

37
functioning and survival of the organization. Employee performance is
surely improved as a result of quality and consistent training as new skills
are gained, skill gaps filled and old skills sharpened. These also result in
the subsequent success of the achievement of organizational goals and
objectives. In conclusion, training has positive effects on employee
performance at Airtel Networks Limited, Abuja.

5.3 Recommendations

The following recommendations were made based on the findings of the

study:

1. Human Resource Managers and supervisors should make room for

some input from employees regarding their training needs to
ensure selection is fair and reflective of these needs.
2. Stakeholders should ensure effective training design to enhance
the status and self-fulfillment needs of the employees.
3. The Airtel Network and training partners should adopt effective
training delivery styles to ensure participants of training programs
maximize the opportunity and contribute significantly to driving
performance, growth, and competitiveness on the regional and
global market.
4. Management should ensure that training is considered a priority
as it is a major confidence booster for employees and directly
improves their overall performance.

38
5.4 Areas for Further Studies

The following suggestions for further studies were made based on the
outcome of this study. Similar studies need to be carried out on other
telecommunications companies, industries, and government
organizations. Such findings will improve organizational strategies
and serve as material for further research.

39
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43
 Appendix A: Questionnaire

Section A

BASIC DEMOGRAPHIC DATA (PLEASE TICK WHERE

APPROPRIATE)
1. Gender: Male ( ) Female ( )
2. Educational Background: WASC/GCE ( ) OND ( ) HND/B.Sc ( )
MBA/M.Sc. ( ) Others, please specify
3. What is your position in the company? Junior ( ) Senior ( )
4. How long have you been working with the company?
1 – 10 years ( ) 11 -20 ( ) 21 – 30 years ( )

Section B
Please read the items carefully and tick where appropriate

Strongly Agree (SA), Agree (A), Disagree (DA), Strongly Disagree (SD)

S/N To what extent Strongly Agree Disagree Strongly

does the Agree Disagree
selection
procedure of
employees for
training affect
employee
performance?

44
 Sometimes, I go
for training
1.

2. Managers and
HR Departments
have a strong
influence on the
selection of an
employee on
training.

3. Discrimination
in selection for
training has a
negative effect
on employee
performance

4. Unsystematic
approach of
training
affecting
employee
performance

To what Strongly Agree Disagree Strongly

extent does Agree Disagree

45
 training
design affect
employee
performance?

5. Good training
ensures that
identified
employee skill
gaps are
properly
captured

6. Training design
affects
employee
performance

7. How important
is training design
on employee
performance

8. Bad training
results to waste
of resources and

46
 does not
improve
employee
performance.

To what extent Strongly Agree Disagree Strongly

does training Agree Disagree
delivery style
affect employee
performance?

9. Training delivery
style ensures
that the
objective of
employee
training is
achieved

10. Poor employee

performance is a
result of poor
training delivery
style

11. Training design

style affects

47
 your
performance

12. Post-training
performance
affects
employee
performance

48
 Appendix B: SPSS OUTPUT
WEIGHT BY VAR00007.
CROSSTABS
/TABLES=items BY Response
/FORMAT=AVALUE TABLES
/STATISTICS=CHISQ
/CELLS=COUNT EXPECTED
/COUNT ROUND CELL.
Crosstabs

items * Response Cross tabulation

Response

SD D A SA Total

items 1.00 Count 30 9 58 48 145

Expected Count 14.3 10.3 81.5 39.0 145.0

2.00 Count 9 22 81 33 145

Expected Count 14.3 10.3 81.5 39.0 145.0

3.00 Count 7 6 88 44 145

Expected Count 14.3 10.3 81.5 39.0 145.0

4.00 Count 11 4 99 31 145

Expected Count 14.3 10.3 81.5 39.0 145.0

Total Count 57 41 326 156 580

Expected Count 57.0 41.0 326.0 156.0 580.0

Chi-Square Tests

Asymptotic
Significance (2-
Value df sided)

Pearson Chi-Square 59.304a 9 .000

Likelihood Ratio 54.912 9 .000
Linear-by-Linear Association 5.581 1 .018
N of Valid Cases 580

a. 0 cells (.0%) have expected count less than 5. The minimum expected count
is 10.25.

WEIGHT BY VAR00008.
CROSSTABS
/TABLES=items BY Response

49
 /FORMAT=AVALUE TABLES
/STATISTICS=CHISQ
/CELLS=COUNT EXPECTED
/COUNT ROUND CELL.

Crosstabs
items * Response Cross tabulation

Response

SD D A SA Total

items 1.00 Count 8 4 67 66 145

Expected Count 7.8 3.8 77.0 56.5 145.0

2.00 Count 20 8 76 41 145

Expected Count 7.8 3.8 77.0 56.5 145.0

3.00 Count 2 3 89 51 145

Expected Count 7.8 3.8 77.0 56.5 145.0

4.00 Count 1 0 76 68 145

Expected Count 7.8 3.8 77.0 56.5 145.0

Total Count 31 15 308 226 580

Expected Count 31.0 15.0 308.0 226.0 580.0

Chi-Square Tests

Asymptotic
Significance (2-
Value df sided)

Pearson Chi-Square 50.170a 9 .000

Likelihood Ratio 52.351 9 .000
Linear-by-Linear Association 7.529 1 .006
N of Valid Cases 580

a. 4 cells (25.0%) have expected count less than 5. The minimum expected
count is 3.75.

50
WEIGHT BY VAR00009.
CROSSTABS
/TABLES=items BY Response
/FORMAT=AVALUE TABLES
/STATISTICS=CHISQ
/CELLS=COUNT EXPECTED
/COUNT ROUND CELL.

Crosstabs
items * Response Cross tabulation

Response

SD D A SA Total

items 1.00 Count 2 0 95 48 145

Expected Count 2.3 .8 90.5 51.5 145.0

2.00 Count 1 1 104 39 145

Expected Count 2.3 .8 90.5 51.5 145.0

3.00 Count 2 0 76 67 145

Expected Count 2.3 .8 90.5 51.5 145.0

4.00 Count 4 2 87 52 145

Expected Count 2.3 .8 90.5 51.5 145.0

Total Count 9 3 362 206 580

Expected Count 9.0 3.0 362.0 206.0 580.0

Chi-Square Tests

Asymptotic
Significance (2-
Value df sided)

Pearson Chi-Square 18.416a 9 .031

Likelihood Ratio 19.093 9 .024
Linear-by-Linear Association .473 1 .491
N of Valid Cases 580

a. 8 cells (50.0%) have expected count less than 5. The minimum expected
count is .75.

51