MADDA WALABU UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

ASSESSMENT OF HUMAN RESOURCE DEVELOPMENT

PRACTICES (IN CASE OF MADDA WALABU UNIVERSITY:-
ADMINISTRATION STAFF)

THE RESEARCH PAPER SUBMITTED IN PARTIAL FULFILLMENT OF

THE REQUIREMENT BA DEGREE IN MANAGEMENT

SUBMITTED BY: ABDULJELIL ADEM

ADVISOR: TESHOME D (MBA)

June 20 2020

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Acknowledgement
I would also like to express my deepest gratitude to my advisor Mr.TESHOME (MBA) for his
valuable, continuous advice, comment, editing and tireless assistance from the beginning to the
end of my work. Second, I went to extend my expression of appreciation for all my family
members who supports me morally and financially through Preparation of This Research Paper.
For the last but not the least my thanks goes for all my friends, for their advice and support
throughout This Research paper.

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Abstract

Now days, organizations operate in a complex and changing environment that greatly influences
their growth and expansion. To cope up with this changing environment they need to develop
their human resources. This is because the survival and growth of any organizations depends on
the quality of human resource development (HRD) in enhancing employee’s satisfaction in
madda Walabu University (Administration staff). The study used both primary and secondary
data sources. Simple random sampling techniques was employed taking sample of 85 respondent
selected through simple random sampling technique. The data has been collected through
questionnaire. The main type human resource development practices issues like: the practice of
training and development, training and development need assessment and its methods, objective
of training and development, implementation techniques of training and development and the
various issues of human resource development practices. The finding of the study indicate that
respondents perceived the HRD practices of the institute as job description and questionnaires
were the major type of need assessment method, training and development objective were set in
line with organization goals. Lack of adequate training and development to the top management
is the major factor that inhibit training and development, the institute is not committed in activity
program to upgrade employee’s skills and knowledge, personal growth and development to
enhancing employees satisfaction, HRD unfairly focuses on some work units only.

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Table of Contents
Acknowledgement........................................................................................................................................i

Abstract.......................................................................................................................................................ii

CHAPTER ONE..........................................................................................................................................1

1. INTRODUCTION...................................................................................................................................1

1.2 Background of the Study.......................................................................................................................1

1.3 Background of the organization

1.4 Statement of the Problem.......................................................................................................................2

1.5 Objectives of the Study......................................................................................................................3

1.5.1 General objectives of the study.......................................................................................................3

1.5.2 Specific objectives of the study......................................................................................................3

1.6 Significance of the study....................................................................................................................3

1.7 The scope of the study.......................................................................................................................4

1.8 Limitations of the study.....................................................................................................................4

1.9 Organization of the Paper..................................................................................................................4

CHAPTER TWO.........................................................................................................................................5

2. REVIEW OF LITERATURE..................................................................................................................5

2.1 Human Resource Development.........................................................................................................5

2.2Human Resource Development and Organizational Strategy.............................................................5

2.3 Human Resource Development Strategy and Policy..........................................................................5

2.4Human Resource Development Process.............................................................................................6

2.4.1 Determining the needs....................................................................................................................6

2.4.2 Establishing objectives...................................................................................................................7

2.4.3 Selecting Human Resource Development.......................................................................................7

2.4.4 Implementing Human Resource......................................................................................................9

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 2.5 Evaluation of Human Resource Development...................................................................................9

2.6 Management Development..............................................................................................................10

2.7 Organizational Development...........................................................................................................10

2.8 Human Resource Development and Change through Groups..........................................................11

2.8.1 The Role of Groups in Change.....................................................................................................12

2.9Function of Human Resource Development.....................................................................................12

2.10 Evaluation of Human Resource Development...............................................................................13

2.11 Challenges of Human Resource Development...............................................................................13

2.12 Factors need for Effective Human Resource. Development...........................................................14

2.13 Importance of Human Resource Development..............................................................................14

CHAPTER THREE...................................................................................................................................16

3. Research Methodology..........................................................................................................................16

3.1 Research Design..............................................................................................................................16

3.2. Type and source of data..................................................................................................................16

3.2.1 Primary source.......................................................................................................................16

3.2.2Secondary Source..........................................................................................................................16

3.3 Sampling design..............................................................................................................................16

3.4 Sample size......................................................................................................................................16

3.5 Methods of data collection...............................................................................................................16

3.6 Method of data processing and analyzing........................................................................................16

4. DATA ANALYSIS, PRESENTATION AND INTERPRETATION....................................................18

5.CHAPTER FIVE...................................................................................................................................30

CONCLUSION AND RECOMMENDATION.........................................................................................30

5. Introduction...........................................................................................................................................30

5.1 summaries of major findings...........................................................................................................30

5.2 Conclusions.........................................................................................................................................31

5.3 Recommendations...............................................................................................................................32

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Bibliography................................................................................................................................................1

APPENDIX I...............................................................................................................................................2

APPENDIX II.............................................................................................................................................5

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 List of tables

Table 4.2 continuity of human resource development

Table 4.3. Weakness in Employees Performance

Table 4.4. Current Human Resource Development practice

Table 4.5. Persuading employees continuity of development

Table 4.6. Organizational changes support employee’s performance

Table 4.7. Challenges and problems related to human resource development

Table 4.8. Employee’s activity to enhance performance development

Table 4.9. Development activity in group

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 CHAPTER ONE

1. INTRODUCTION
The objective of this research study is to explore the Human resource development practice in
madda Walabu University. This chapter consists of research background, background of the
organization, problem statement, research objective, research questions, and significance of this
study, organization of the study and limitations.

1.2 Background of the Study

The success or failure of an organization is highly dependent on the effective Utilization of
human resource. Therefore, it is the human resource which should be strongly developed to get
the best out of the rest resource. The human resource of any company represents the most critical
resource which has a capacity to inhabit or enhance business development. The continuity of the
enterprise and its continued growth and prosperity are assured through human resource
management (Balkin, 2002).It is widely accepted that the human resource in an organization
should be given more emphasis to reach the required goals or objectives (Balkin, 2004).

Human Resource Development is the mechanism through which one can be able to equip the
human resource with the necessary knowledge and skill so as to meet the current and future goals
of an organization (Byars and Leslie WRW, 2009).Human Resource Development and
productivity are highly interrelated. Productivity requires the creative combination technology
and skilled people to well-functioning total system. Human resource is an essential components
productivity functioning system (Encyclopedia of Business, 2006).To achieve their goals,
organizations train and develop their human resource through different ways such as, role
playing, guided experience, Job rotation, management audit study, class room Lecture (Desser G,
2006).

Therefore, the importance of studying the Human Resource Development helps to use human
resource effectively and efficiently (Dessler G. 2006).Human Resource Development as lead by
the organization strategy or as contributory to its or as focused mainly on individuals, or the

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organizations, may less help full than a spring towards apposition where the extremist are
integSrated (Griffin, 2001). Human Resource Development methods like apprenticeship,
interning, cloaking job rotation, orientation are called on the job training on the other hand,
methods like case study, business game, role playing, vestibule training are called off the job
training, let us see them one by one (Ivan ciech, 2010).Organizational development is a top
management support along range of fort to improve an organization problem solving and renewal
process particularly through more effective diagnosis and management of organization culture
with the assistance of consultant facilitator and using the use of theory and technology of applied
behavioral science including action research (Ulrich 2008).

Human Resource Development methods; such as job training, apprentices high, informal
learning, job in traction, computer based and online training and other methods should be
implemented to work effectively (Byars, 2009).

1.2 Background of the organization

Madda Walabu University is one of the higher educational institutions. The name madda Walabu
University is given to the university based on the place name which is 127 km away from the zonal town
Robe to the south west. Historically the place is closely related to the Oromo people who are the brain
child of the culture of the “Gada”system as it has been recurrently indicated by elders and researchers.
This place have deep rooted value for the Oromo people. Madda Walabu University is, in fact, among the
recently founded (1999 E.C) institutions of the public higher education in the county. However despite its
being new the university can be categorized as the rapidly changing institutions in term of student’s
admission, expansion of program and campuses.

Vision
Madda Walabu University aspires to be one of the top five societal problem solving university in the
county by 2025.

Mission
Madda Walabu University mission is to produce competent entrepreneurial as well as employable
graduates, provide need based community services and demand driven/problem solving research output
through relevant and quality education, research training and consultancy services to foster socio-
economic in the country.

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Values
.Quality and speedy services delivery

.Participator approach and rule of law

.Justice and fairness

.A culture of fighting corruption

.Democracy and multiculturalism

.Competitiveness in scholarship and cooperation with other institutions

.Institutional Autonomy with accountability

.Economical use of resources and effective maintenance of assets

.Recognition of merit

1.3 Statement of the Problem

Human resource has been the most important and vital resource from among other resources. Its
development needs much attention from top management, since the effectiveness of an
organization in achieving its overall objectives heavily dependent on how human resource
developments were undertaken. However, many organizations were unable to use their human
resource due to lack of human development (WolduNegash, 2006).

There may be some reasons for poor human resource development, such as poor leadership style,
over reliance on theories not on practice, inadequate tolls and equipment’s, toll and equipment’s,
imitation of other organization policy, etc. These resulted reduction of productivity and generally
poor Human Resource Development (WolduNegash, 2006).

Accordingly, the human resource must have the necessary skill and knowledge to attain
organizations objectives. Therefore, the study is fried to investigate and analyze some of the
problems and prospects of the manpower development in madda walabu University to overcome

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the research gap because of there is no research conducted before on this University and to dig
out the problems related with area.

Research Question

Since there were problems of Human Resource Development practice in the organization that
influence Human Resource Development practices, the study has tried to answer the following
questions.

 What were particular weaknesses in performance that need to be addressed?

 What are the current Human Resource Development practices in the campus?
 What were the roles of Human Resource Development program in employee’s
performance?
 What is the main challenges related to human resource development?

1.4 Objectives of the Study

1.4.1 General objectives of the study

The general objective of the study was to assess the practices of human resource development
like: training and development in enhancing employee’s satisfaction in madda Walabu
University.

1.4.2 Specific objectives of the study

 To identify the particular weakness in performance that needs to address.
 To assess the current Human Resource Development practice.
 To investigate the role of Human Resource Development program in employees
performance.
 To identify the main challenges related to Human Resource Development practice.

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1.5 Significance of the study
The results of the survey has been significant in various aspects .Firstly, the study has drawn
some conclusions and identifies employee complaint in the human resource development
practices in the institute. Thus, it will give signal to the human resource management of the
institute to take remedial action. It would help the management of the organization and
development of employees. Additionally, the study would be good opportunity as a reference for
future studies on related topics.

1.6 The scope of the study

The study has focused on assessment of Human Resource Development in madda Walabu
University. It has been difficult to cover all branches of the university, due to time and financial
constraints. Therefore, given the time and financial constraint in the study the scope of the human
resource development is limited with the individual learning and development, training
management development and organizational learning concept. Since the institute have many
staff the research has been conducted only on administration staff. The information for this
research is limited the employees perception towards HRD practices of the institute and the level
of their satisfaction. Employees working in research activities, administrative and technical staff
were included in the study.

1.7 Limitations of the study

In conducting this study, the problems that affect the quality of the paper were:

 UN availability of secondary data from the organization concerning the title of the
study.
 In some extent, there was financial constraints
 Lack of important written reference related to the company

1.8 Organization of the Paper

This paper has five chapters. The first chapter contains the introduction part, which comprises
background of the study, background of the organization, statement of the problem, research
questions, and objectives of the study, significance and scope of the study. The second chapter

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 includes related literatures. The third chapter includes the research methodologies. The forth
chapter is data presentation and analysis about the study area. Finally, the last chapter concludes
recommendation and summary.

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 CHAPTER TWO

2. REVIEW OF LITERATURE

2.1 Human Resource Development

The term Human Resource Development is described as an integrated and holistic, conscious and
productive approach to changing working related “knowledge and behavior. Human Resource
Development is mechanism through which can be able to equip the human resource with the
necessary knowledge and skill so as to meet the current and future needs of an organization using
the arrange of learning strategies and techniques referred to generally are intended to help
individuals, groups, and organizations realize their full paint ended for working in the way that
allows for individually and yet enhances effectively with in particular contracts. There are
strands to Human Resource Development of personal development. Development of current job
or situation, development in or for new work setting, activities through which individual and
organization goals may be reorganization and wider communities. In a very brand sense of
Human Resource Development may also has been as capacity to incorporate learning in to
behavior (Ulrich, 2008).

2.2Human Resource Development and Organizational Strategy

Worldwide Organization face competition, turbulence and uncertainty which can sometimes
resulted dramatic change. Given that they are faced with such substantial challenges it would be
sensible that there should be exsiccate link between business strategy and any management
priority integration is necessary to develop strategy capability that is achieved alignment of
tangible and intangible asset and appropriate resource usage detersive impeditive position and
maintain stock boulders commitments (Dwivedi, 2007).

2.3 Human Resource Development Strategy and Policy

The strategic direction and goal of an organization may generate learning needs that can be
attended by linking with, Human Resource Development may also be conceivable that as
suggested by forgoing system. Human Resource Development can influence organizational
strategy link Human Resource Development to strategy prioritizes learning that will contribution

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to achieving the strategy. However this may mean that learning is potentially use full but not
directly linked to the development vision is neglected. Similarly, it could suppressed the critical
or lateral thinking needed in organization if they are to remain adaptable, achieve new
competitiveness or be ready to make big changes. This either or way of viewing Human
Resource Development as lead by the organization strategy or as contributory to its or as focused
mainly on individuals, or the organizations, may less help full than a spring towards apposition
where the extremist are integrated (Griffin, 2001).

2.4Human Resource Development Process

Human Resource Development is planned and continuous process. It has its own beginning and
ending of its starts, in determining a particular training needs and end with setting the required
skill and understanding. The tool of such process includes people technology and finance human
Resource Development process compromise determining the needs, establishing objectives,
selecting Human Resource Development method, implementing Human Resource Development
program, and evaluating program (Dessler, 2006).

2.4.1 Determining the needs

The first step in Human Resource Development process is to determine training education and
development access. The need of assessment involves and analyzed the organization needs. The
knowledge, still and ability need to perform the job and performs or job holder’s needs. The
needs assessment requires an examination of the long and short term objectives of the firm. The
organization financial, social, human talents, structure climate and efficiency, the knowledge,
ability and skill need to perform the job are carefully considered.

The employees need and comparing and examining the employees performance against the
standard or comparing with that of co-workers can help to identify strength, and weakness of the
needs.

A. Organizational Analysis: - Examines the entire firm to determine where education

training and development should be studied along with the result of human resource
planning.
B. Task analysis: - Relies largely on the result of job analysis. It is an approach of
determining the skills, duties and knowledge required for performing a job in all

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 organization. In obtaining task analysis data, it is also possible to look in to performance
standard, working group performance, interview and survey to obtain the suggestion.
C. Personal analysis: - Focuses on the individual employees deals with who need to be
trained “and what type of training is needed.” This can be done by comparing individual’s
employees’ performance with established standard (Ivanciech, 2010).

2.4.2 Establishing objectives

Human Resource Development requires formulation of clear and concise objectives, because
without objectives of Human Resource Development program ad evaluation of the effectiveness
of the program would also be difficult so objectives for over all Human Resource Development
must established to must these need (Byars and Lestiescurw, 2009).

Both type of objectives should expressed in written and should be measurable. It can be
categorized into three broad needs.

A. Institutional objectives: - might in cooperate target relating to the number of trainers to be

fought, hour of training, cost of training pertains and finance required for trains to each
standard level of knowing. Furthermore objectives are needed for principle, fact and
concept to be learned in Human Resource Development program.
B. Organizational and Departments objectives: - concerned the impact on the problem will
have on organizational and departmental out comes such as absenteeism turnover, safety,
etc.
C. Individual performance and growth objectives: - concerned with impact on the behavioral
and attitudinal out comes of the individual. They may also involve the impaction
personal/Ivanciech, 2010).

2.4.3 Selecting Human Resource Development

Some Human Resource Development method apply strictly for managerial other operative
employees and several can be used in development program of both managerial and non-
managerial. Human Resource Development method strictly apply to managers as business game,
case study conference discussion, intern ship, role playing and sometimes coaching and job
rotation are some examples and apply to operate employees on the job training apprentice ship,

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stimulates, vestibule, training, coaching and job rotation in some extent. These applied for both
manropes and operative employees are coaching and job rotation example (Ivan ciech, 2010).

Human Resource Development methods like apprenticeship, interning, cloaking job rotation,
orientation are called on the job training on the other hand, methods like case study, business
game, role playing, vestibule training are called off the job training, let us see them one by one
(Ivan ciech, 2010).
a) Apprenticeship: - This type of training method blends the learning of theory with practice
in technique. It is used to teach job skills that require long periods and experience.
b) Internship: - internship training is also sometimes called cooperative education which is
another method of coordinating the type of learning. It issued for professionals, managers
clerical and salsas persas personal along with an educational institutions teaching
program, usually selected students enrolled in a regular academic program are introduced
in to accompany for a given period of time to gain experience.
c) Coaching: - This involves superiors providing guidance and counseling to the subordinate
in the course of their regular job performance.
d) Job rotation: - It is a procedure whereby employees receive diversified training through
performing job of many different types; this may take the term of rotation in non-
supervisor work, in observation assignment, as per the training program.
e) Orientation: - New employee’s development begins with placement on the organization
through some form of orientation. It is quite important, as employee’s turnover is quieter
during the initial period of employment. The other category of Human Resource
Development methods are:-
a) Case study: - It is a type of management trading that utilizes business problems for
trainees to solve. The essential features of this method is:-
 The teaching materials are written, oral, or visual presentation of the actual
situations.
 The teachers lead the participants to develop use full concepts.
 The case is illustrative of some concepts to be learned, an illustrative
evaluation of some administrative action or action oriented farm of teaching
carting out the decision.
b) Business Game:- It is used, and learns how to make and carry out decisions

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 The learning involves taking a stimulated business situation, dividing the
participants in to groups and the groups organized in to simulated organization.
The main advantage of this method is its involvement, and the primary
disadvantage is its cost in time and money.
c) Role playing: - It is one of the earliest form of stimulation. In essence, the
participants act out the roles in a given situation, and then they switch roles, play out
the other rides, and evaluate each other’s performance.
d) Vestibule Training: - It is an essential and effective method of giving new employees
experience before they go to work. It stimulant work condition in room near
production area, finished with equipment similar to that the employees will use later
while employees are learning new skill, and they are not also trying to produce at a
given level. Therefore, they should be able to do the actual work more effectively
when assigned a job. The advantage of this method is training large number of
employees in a short period of time without disturbing the actual production routine,
and the disadvantage is that it requires a special instructors and office facilities and is
relatively expensive.

2.4.4 Implementing Human Resource

After development of methods has been determined and training objective can be set, training
program can be designed. This process helps how to implement training of Human Resource
Development methods; such as job training, apprentices high, informal learning, job in traction,
computer based and online training and other methods should be implemented to work
effectively (Byars, 2009).

2.5 Evaluation of Human Resource Development

There are an alternative that exists to evaluate Human Resource Development program. These
are:-
 Are the trainees happy with the course?
 Does the training course teach the concept?
 Does the appreciation of the concept positively affect the organization?

For each alternative the organization must determine what might be measured to answer the
question posed by the alternative and source of data can be helps in its measurement. The
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training relation during workshop performance, after work shop performance, performance
improvement, project problem solving techniques, ongoing management approach problem
solving, and production on prevention of problem should be evaluated (Byars, 2009).

2.6 Management Development

The research by Guile and Fonda 1998 found that are a move away from “command and control”
type management towards platter and process based organizations with the responsibility
devolved to front line staff and that these was a constant drive towards add value. It was intended
to serve the interest of employees in their competitiveness, the interest of individuals for their
employer ability and the public goods by greater social cohesion, we need a clear view of the
capability needed in today world and of the learning process that help to develop them.

This suggested that the type of management development offer to be responsive to this new work
environment. A behavior identified by Guite and Fonda 1998 the following are highlighted as
criticize:

 Taking “ownership” of the result of your own work.

 Planning and organizing your own work.
 Building stakeholder trust and commitment.
 Team and pardoner ship working.
 Seeking conterminous improvement.
 Responding plaintively and constructively to change.
 Developing creative solution to problems

2.7 Organizational Development

Ideally Human Resource Development policies in to overall strategy for the development of the
organization as a whole and complement “organizational development organization development
is an established concept and filed of practice concerned with enhancing the capabilities of the
organization as a whole, since 1960 organizational development has been used to describe the
need for organization to change and become more adaptable and flexible in response to external
influence of accelerating technologies, commercials, and social environment changes. When part
of a wider strategy it can enable the accomplishment of change through its traditional focus on
strategy, structures and processes and on an interpersonal and inter group issue (Ulrich, 2008).

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Organizational development is a top management support along range of fort to improve an
organization problem solving and renewal process particularly through more effective diagnosis
and management of organization culture with the assistance of consultant facilitator and using the
use of theory and technology of applied behavioral science including action research (Ulrich
2008).Organizational development represents somewhat conventional view 1 of change.
However, organizational development practice typically invades intervention; they are based on
people learning in some way for example:

 Developing cooperate mission and vision.

 Developing collaborative effectiveness between teams and department:
 Working to improve effectiveness and relation with in work teams.
 Emphasizing process rather than content.
 Reviewing and reshaping the view and belling within the organization.
 Designing organizational structures that support primary gals and operations.

2.8 Human Resource Development and Change through Groups

Human Resource Development and change are closely allied with strategy. Groups represent
both the heart of hesitance to achieving strategy where they are change are and the power house
for changing in dynamic organization, it is typically for strategy to be formulated at a top level
and cascaded throughout an organization (Desseler, 2006). Human Resource Development is
closely related with strategy. The management of change and the management of people as a
capital resource that may develop in terms of knowledge capability or sampling lead count.
Human Resource Development can be positioned as deriver of change or as response to it ether
way groups form anxious between organizational strategy and individual strategy to focus on
group in strategy is increasingly the wisdom distilled from the experience of many organization
in response to the sort of challenge that they face (Ulrich, 2008).

Summarizes as globalization, profitability or performance enhancement through growth

technology, intellectual capital, or knowledge and change, and more change this challenges to
management need imaginative solution, holistic integrated approach and learning orientation, not
just sample off the shelf perception. The development groups therefore must integrate with wider
human resource policies and practices and all.

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  Make sense strategically
 Involve an appreciating of the complexities or change
 Consider how change is facilitated either consciously and deliberately or not.
 Take in to consideration that with work force patterns and boundaries changing
considerably forms, the agent of change may be petitioned inside and outside
organization.

2.8.1 The Role of Groups in Change

The role of groups in change permits; change management and can be illustrated by revaluing
briefly some conventional but still influential perspective on change and some more enlightened
developmental perspective. Change can be planned and controlled many conventions (Loanard,
2007).

2.9Function of Human Resource Development

Many large and medium organizations have attempted to meet the Human Resource
Development needed by establishing specialized and centralized development or training section
or departments. These have over time become institutionalized some have been existence for
many years and have acquire their own routines tradition and procedure. Despite periodic
“threats” they have largely survived in one form of another. Small business by virtue of their site
and limited resource are rarely associated with specialty staff functions. Despite tread towards
changing designation from training to Human Resource Development the reality for most is that
they are still called and known as training to human or training department and are seen represent
ordain the primary it not excessively source of expertise in this area.

Some of the key issues that have been raised and deserve consideration when attempting to
manage the Human Resource Development or training department include:

 The importance of integrating Human Resource Development activities within a wider

human resource management from work.
 Realizing the potential that effective Human Resource Development offers require the
some kind of professional management and commitment as would be expected in any
other management.

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  While learning and acquisition of higher level of competence are important in their own
right. The brining about the real and significant changes of facilitates the utilization of
learning.
 Filially, enhanced performance resulting from Human Resource Development activities
rewarded by senior management in appropriate way (Dessler, 2006).

2.10 Evaluation of Human Resource Development

Evaluation concerned with establishing the value or worth of something and the extent of Human
Resource Development may also be concerned with the assessment of learning. By introducing
the worth, we recognize that value is not always limited to financial value added. Evaluating is
an integral fast or aspect of Human Resource Development not least because initiatives do get
evaluated routinely. Through the perspective rationally of people personal judgment for
evaluating the number of possible reason why the profile for evaluation remaining high in human
resource development

 There is a general trend towards increasing interests in demonstrating the impact of

development.
 There is a greater emphasizing on outcomes
 There is an increasing competition in the fiend of provision.

2.11 Challenges of Human Resource Development

Human Resource Development and wider human resource strategy is profoundly subject to a
number of challenges:

 It is too ambiguous; there is too much uncertainly and doubt surrounding its benefits.
Occasional training course that are considered necessary, but programs are often badly
conceived and their quality, effectiveness and relevance are rarely established.
 Long term effectiveness is difficult to evaluate assessment, is more likely to be short term
training result.
 Government and labor market exhortations to invest more in training and development
are meet with skepticism.

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2.12 Factors need for Effective Human Resource. Development
Effective Human Resource Development program requires special tools, design and motivation
to perform Human Resource Development program effectively such factors are.

 Development is most effective, if it has positive motivation: positive motivation is

essential for all participants.
 Continuous development is more effective than frequent activity: it is important to
achieve the development program objective.
 The trainers them solves must first be trained:- the trainers must have sufficient
knowledge and ability about the development program that with be given to the
trainees.
 Development program must have a good designed: The effectiveness of the
development is impossible without a good development program designee.
 Effective development program has enough training materials and tools: the
development program has training materials to perform Human Resource
Development practice.
 The development program is effectives it is related with the job: The type of
development program is related with the job of trainer (dessler, 2002)

2.13 Importance of Human Resource Development

Training and development have been said to be indispensable components of strategic human
resource development. It is important to reduce uncertainty in the market place and achieving
organizational goals. Human resource is the vital factor in economic development or it can be
said that human are the agents of development. Some of the importances of Human Resource
Development are (Ivan ciech, 2010)

 Country develops it the human resource is developed: To enhance economic

development; the state constructs roads, buildings, bridges, dams, power house,
hospitals, etc. to run this units doctors, engineers, and teachers are required.
 Increase in productivity: - The better education, improved skills and provision of
healthy atmosphere will result in proper and most efficient. Use of resource which
will result in increased production.

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 Eradication of social and economic backwardness: Human Resource Development
has ample effective on the backwardness of economy and society.
 Enter premiership increase: Education, clean environment, good health,
investment on human resource will all have its positive effect, job opportunities
would be created in the country.
 Social revolution: Because of human resource development, the socio-economic
life of the people of the country changes drastically over all look changes,
thinking phenomena changes, progressive thought are endorsed in to the mind of
the people (Ivan c iech, 2010).

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 CHAPTER THREE

3. Research Methodology

3.1 Research Design

Research design is a plan of action adopted by researcher in carrying out the research. The
researches has used descriptive research design which involves gathering data that describe
events and organize, tabulated, and describes the data collected and presented in the form of
tabulation and percentage. The subject of the study has the human resource department and
employees under different department and management level.

3.2. Type and source of data

Under this study the researcher was used both primary and secondary data.

3.2.1 Primary source

Relevant primary data was collected through questionnaire from employees and staff of
organization because of questionnaires invites from employees.

3.2.2Secondary Source
Secondary source of data was gathered from different written material, book and internet. The
questionnaire was close ended and like scale was used to show level of agreement, disagreement,
satisfaction and dissatisfaction

3.3 Sampling design

A sample has been identified as a part of the target population and researchers should carefully
select the sample to represent the population of the study.in order to achieve representativeness,
sampling procedure should follow certain standards and methodological principles. Simple
random sampling is the basic sampling method assumed in the computations of social science
researches.

18
3.4 Sample size
Sample size refers to the numbers of item to be selected from universe to constitute a sample.
Determining sample is a very important issue because samples are too large may waste a lots of
time, resource and money, while a samples that are too small may lead to in accurate results. The
study has been undertaken on the Administration staff of the madda Walabu University which
have about 1291 total numbers of employee. Among them Administration staff has 548
employees and the remaining 743 are that of Academic staff. Since it is difficult to contact and
include the entire population in the study, the study has limited to administration staff of the
campus which have 548 employees. Simple random sampling techniques which is most suitable
for this study has been used in this study. The researchers has select 85 sample of 548 employees
by using Yamane Taro formula: sample size was calculated to represent total population.
n= N/
1+N (e) ^2 where n=sample size
e= error term 10%
N= Total number of population
n= 548/
548(0.1) ^2 =85

3.5 Methods of data collection

The result of this finding was obtained from primary source by questionnaire from direct
participation of the respondents. Secondary data was collected from different book and
documents.

3.6 Method of data processing and analyzing

The researcher would use tabular and percentage to present and analyses all the collected data.
In the simplest form to arrive effective conclusion and among with possible recommendation. To
analysis and interpret the research data the researcher used quantitative research method. Statics
to change raw data in a form that would make easily to understand and interpret through

19
tabulation and percentage that help to the accomplishment the task of drawing conclusion and
recommendation from the collection data.

CHAPTER FOUR

4. DATA ANALYSIS, PRESENTATION AND INTERPRETATION

This chapter deals with the analysis, presentation and interpretation of data collected From
Questionnaire, which were distributed to employees of the campus.
Table 4.1. General background of respondents
No Statement Respondents

Frequency Percentage

1. Sex: Male 50 59%

Female 35 41%

Total 85 100%

2. Age: 18-25 8 9%

26-35 40 47%

36-45 30 35%

46 and above 7 8%

Total 85 100%

3. Education, status: Certificate - -

BA/BSc degree 50 59%

holder

Master degree 20 23%

20
 holder

College Diploma 10 13%

PhD &above 5 5%

Total 85 100%

Source: Questionnaire, 2020

From the above table 4.1 concerning the sex of the respondents, 59% of the respondents
responded that males and the remaining (41%) of them were females. This show that majority of
the employees of the university were males and hence females’ involvement is low.

Based on statement “2” age of the respondents 47% of the respondents were between the age of
26-35, 35% of the respondents were between the age of 36-45, and the remaining 9% of them
were between the age of 18-25. This shows that the majority of the respondents were found in the
productive age.

Regarding to statement “3 concerning educator status of the employees, 59% of the respondents
were degree and above, 13%” of them were diplomas holder, 23% of the respondents were
master’s degree holders. The remaining 5% 0f the respondents were PhD and above degree
holders. This indicates that majority of the employees were degree and above holders and the
organization sponsored the employees to attain higher education.

Table 4.2 continuity of human resource development

No Statement Respondents

Frequency Percentage

1. How long have you been servicing in this

university?
.
Below one year - -

1-2 years 35 41%

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 3-4 years 40 47%

5 years and above 10 12%

Total 85 100%

2. Is there continuous Human Resource

Development program?

Yes 75 88%

No 10 12%

Total 85 100%

Source: Questionnaire, 2018

As shows from the above table 4.2 statement “1”47% respondents were serve in the institute
from 3-4 years, 41% of the respondents were serve in the institute from 1-2 years, and the
remaining 12%, of them were serve in the institute from 5 years and above. This show that
majority of the employees have acquired along year experience.
Based on the above table statement “2”, 88% of the employees were said “yes “which means
there is continuous human resource development program and the remaining 12% of them were
said that “no”. This indicates that there is a continuous Human Resource Development program
in the organization. It enables them to acquire the required skill and experience.

Table 4.3. Weakness in Employees Performance

No Statement Respondents

Frequency Percentage

1. Are there weaknesses in your

performance that you need to be
addressed?

Yes 15 18%

22
 No 70 82%

Total 85 100%

2. If your answer for question no “4” is yes,

what weaknesses are there in your
performance you need to be addressed?

Poor communication 5 6%

Break down in personal relationship 20 23%

Un able to work with group 50 59%

Lack of supervision from the 10 12%

management personal

Total 85 100%

Source: Questionnaire, 2018

As shown from the above table 4.3 statements “1” 82% of the respondents said “no” and the
remaining 18% of them said “yes”. This shows that there is no notice able particular weakness in
employee’s performance.

Based on Statement “2” 12% of the respondents said lack of supervision remaining 23% of them
said break down in personal relationship.59% of the respondents said unable to work with group
and the remaining 6% 0f the respondents said poor communication. This indicates that majority
of the respondent that was said that responded that unable to work with group was the big
weakness of organizations.

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Table 4.4. Current Human Resource Development practice
No Statement Respondents

Frequency Percentage

1. Do you think that the organization has current Human

Resource Development practice

Yes 80 94%

No 5 6%

Total 85 100%

2. If your answer of question no “6 is yes, what kind of method

do you use?”

Job rotation 15 18%

Class room lecture 25 29%

Group discussion 30 35%

Experience sharing 15 18%

Total 85 100%

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3. What kind of changes do you bring after such development
based on question no “7”

Good personal relationship 5 6%

Effective communication 25 29%

Enhancing your job performance 37 44%

High self confidence 18 21%

Total 85 100%

Source: Questionnaire 2018

Based on table 4.4 statement “1”, 94% of the respondents responded that “yes”, and the
remaining 6% of them responded that “no”. This indicates that the university has current Human
Resource Development program.

Based on Statement “2”, 18% of the respondents responded that job rotation, 18% of the
respondents responded that expedience sharing, 35% of them responded that group discussion,
and the remaining 29% of the respondent responded classroom lecture. This shows that the
institute uses group discussion for current human resource development.

According to statement “3” 44% of the respondents said enhancing your job performance, 6% of
the respondents responded that good personal relationship, 21% of the respondents said high self-
confidence, and the remaining 29% of them responded that effective communication this tells us
majority of the respondents said that enhancing your job performance and this enables the
organization to be in a good position.

Table 4.5. Persuading employees continuity of development

No Statement Respondents

Frequenc Percentage
y

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1. How can you persuade that continuous development is
a norm rather than exception in your university?

By increasing Monthly salary 25 29%

Getting the chance of Promotion 18 21%

Encouraging and rewarding you to your contribution 28 33%

Getting empowerment 14 16%

Total 85 100%

Source: Questionnaire, 2018

Based on the above table 4.5 “1”, 33% of the respondents responded that encouraging and
rewarding you to your contribution, 29% of the respondents responded that by increasing
monthly salary and getting the chance of promotion, 21% of the respondent responded that
getting the chance of promotion and the remaining 16% of them responded that getting
empowerment. This implies mainly the organization encouraging rewarding them to their
contributing, and giving responsibility with some authority to do their task on their own effort
employees believed that developing their skill, knowledge and experience is a norm rather than
exception.

Table 4.6. Organizational changes support employee’s performance

No Statement Respondents

Frequency Percentage

1. What change in skill and competence are required to

support your job?

Attitudinal change 33 39%

High self-confidence 23 27%

Being responsible 19 22%

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 Flexibility 10 12%

Total 85 100%

Source: Questionnaire 2018

Based on the above table 4.6 statement “1”, 39% of the respondents responded that bringing
attitudinal change is support their job, 12% of the respondents responded that flexibility is
support their jobs, 27% of them responded that high self- confidence supports their jobs and the
remaining 22% of them responded that being responsible supports their jobs. This implies that
bringing attitudinal changes are vital to support employee’s job, and flexibility, high self-
confidence enables employee’s commitment in their working environment and leads to success
fully achieving the goods of the university.

Table 4.7. Challenges and problems related to human resource development

No Statement Respondents

Frequency Percentage

1. Are there challenges and problems that are related with

Human Resource Development program in your
university?

Yes 73 86%

No 12 14%

Total 85 100%

2. If your answer for question no “11” is yes, what are the

challenges and problem related with Human Resource
75 88%
Development program in your university?

Source: Questionnaire, 2018

27
Based on the above table 4.7 statement “1”, 86% of the respondents responded that “Yes” and
the remaining 14% of them responded that “no”. This shows that there are challenges and
problems related with Human Resource Development that influence effective human resource
development. According to statement “2”, 88% of the respondents responded that the major
challenges were long term effectiveness is difficult to evaluate assessment is more likely to short
term training result, effectiveness and relevance are rarely established and problems were
financial constraints, poor management as well as in adequate time schedule when designing the
program as a result the trainees have not got the required skill and experience.

Table 4.8. Employee’s activity to enhance performance development

No Statement Respondents

Frequency Percentage

1. What you need to enhance your performance

Taking things out with your both - -

Sharing problems with your organization 55 65%

Understanding yourself better 11 13%

Thinking about your job a broad sense 19 22%

Total 85 100%

Source: Questionnaire 2018

28
Based on the above table 4.9 statement “1”, 65% of the respondents responded that sharing
problems with the organization, 22% of the respondents responded that thinking about your job
abroad sense, and the rest 13%, of them responded that understanding yourself better. This
implies when employees share their problem with the organization when they face difficulties sin
performing their task were needed to enhance their performance development activity. Thinking
their job un abroad sense that means deep understanding of the scope of their responsibility,
knowing what they need to do, how they need, to do, when they need to do their task in an
organization and also understanding of themselves better results in improvement of their
performance development.

Table 4.9. Development activity in group

No Statement Respondents

Frequency Percentage

1. Do you think that are development activities that you

need to make team or a group in your university?

Yes 70 82%

No 15 18%

Total 85 100%

29
2. If your answer for question no “15” is yes, what
developmental activities are targeted at a group with your
university

To make social life better 30 35%

To working effectively 35 41%

For being creativeness 10 12%

Adaptation to each other 10 12%

Total 85 100%

3. Would you please suggest if there is any think to be 80 94%

change with reward to the current Human Resource
Development practice of the university?

Source: Questionnaire, 2018

Based on the above table 4.10 statement “1”, 82% of the respondents responded that “yes”, and
the remaining 18% of them responded that “no”. This shows that there is a developmental
activity that the employees need to make a team or group in the university. According statement
“2” 41% of the respondents responded that to working effectively, 35% of the respondents
replied that to make social life better, 12% of the respondents responded that for being
creativeness, and the rest 12% of them responded adaptation to each other. This indicated that
the university need to organize the employees in a group to working effective their idea with
each other able to creative when group of idea generated, all these are targeted to make
employees a group.

Based on statement “3”, 18(94%) of the respondents responded that there is a change due to the
current Human Resource Development practice in the university, like, performance
improvement, quality leadership, and advancement to the higher pension and permanent service
delivery to the society. These changes were assured due to job rotation, experience sharing with
other co-workers of the organization, and discussing the issue in groups.

30
 CHAPTER FIVE

CONCLUSION AND RECOMMENDATION

5. Introduction
This chapter is basically focused on the conclusion and recommendation based on the findings
obtained in the data presentation analysis and interpretation made in the previous chapter

5.1 summaries of major findings

Concerning the sex of the respondents, 59% of the respondents responded that males and the
remaining (41%) of them were females. majority of the employees of the university were males.
Most of the respondents were serve in the corporation from 3-4 years, This show that majority of
the employees have acquired along year experience. Most of the respondents said that 82% of the
respondents said that there is no notice able particular weakness in employee’s performance.
Based on Statement 59% of the respondents said unable to work with group, only 6% of them
said poor communication. Which means this indicates that majority of the respondent that was
said that unable to work with group was the big problem of the university. Respondents
responded that the university has current human resource development program. Regarding
enhancing your job performance 44% of the respondents which means, majority of the
respondents said that enhancing your job performance and this enables the university to be in a
good position.

31
Most of the respondents (33%) responded that encouraging and rewarding you to your
contribution, this implies mainly the university encouraging rewarding them to their contributing.
65% of the respondents responded that sharing problems with the university, This implies when
employees share their problem with the university when they face difficulties sin performing
their task were needed to enhance their performance development activity. 39% of the
respondents responded that bringing attitudinal change is support their job. This implies that
bringing attitudinal changes are vital to support employee’s job, and flexibility, high self-
confidence.

Most of the respondents (85%) responded that “Yes” This shows that there are challenges and
problems related with Human Resource Development that influence effective human resource
development. and 88% of the respondents responded that the major challenges were long term
effectiveness is difficult to evaluate assessment is more likely to short term training result.
Developmental activity that the employees need to make a team or group in the university which
means 94% of respondents supports it.

5.2 Conclusions

According to the findings majority of the respondents (employees) were males and majority of
the respondents were between the age 26-35 years found in the productive stage and were degree
and above holders and have acquired along year experience. Based on the eldritch findings, there
is continuous Human Resource Development program in the university that enables them to
acquire the required skill and experience. As indicated on the finding, there is no noticeable
weakness in employee’s performance and current Human Resource Development program by
focusing on job rotation, trading and Human Resource Development method and after taking this
method; employees bring significant changes in enhancing their performance, good personal
relationship and high self-confidence. According the finding, the university persuade employees
continuous human resources is a norm rather exception by encouraging and rewarding them to
their contribution, giving the chance of promotion. Based on the finding attitudinal and flexibly
changes in skill and competence are vital to support employees job performance that toads to
successfully achieving the goals of the university. The main changes and problems which would
be hinder for effective Human Resource Development practice were like difficulties of long term

32
effectiveness to evaluate amusements and problems of financial constants, poor management, as
well inadequate time schedule when designing the program according to the finding, employees
need to enhance their job performance development activity by sharing their problems with their
organization, and thinking about their job in abroad sense. There is developmental activity which
targeted to work effectively and to make social life better.

The university designed Human Resource Development program when the management believes
the employees need to acquire new skills and experience to upgrade their knowledge and giving
priority for the employees those who have weakness in their performance. The university threats
employees based on rules and regulation of the university as well as low of the country. But
should motivate employees for better performance of their job to achieve the organization should
accept comments and suggestions from employees as well as societies of the town either
formally or informally. Informal way, short meetings and discussions, and suggestion boxes, and
informally gossip is the main format accepting comments from the society and face to face
contacts to each other.

5.3 Recommendations

Based on the findings of the study, there were main issues that observed in the overall Human
Resource Development practice as well as problems experienced by Madda Walabu University
the following are some of the recommendation to alleviate the problems Human Resource
Development practice in the studied organization

 According to the finding majority of employees were males. The university should have
to included and participated females.
 The university was not only designed current Human Resource Development program,
but also evaluates the program whether it was implemented on the required way or not.
 Since the major problems that, influence the university are financial constraint, poor
management, and inadequate time schedule, the university should have to allocate
adequate budget as well as provide the required material for successful implementation of
the program, and the university should have to introduced new technology so as to use its
human resource effectively and efficiently with the help technology. The university

33
 should have trained and hired the management of the university in order to solve poor
management the organization should have to designed appropriate time schedule to
perform their activates and should be committed based on that appropriate time
scheduled.
 Since there is continuous human resource development, the university should have to
extend the program periodically in order to use its human resource effectively and
efficiently.
 The university was treated employees based on rules and regulation and of the
organization should have to continue in such a way to extend and improve their
performance.

34
Bibliography

 David B. Balkin (2004), Managing Human resource (4th edition), pearon prentice Hall.
 Dessler G. (2006) Human Resource Management, oriente Hall India.
 Lioyd L. Byars and leslive WRW (2009), managing skills and applications (13th edition),
Mc. Graw-Hill Irwin.
 Karl T. Ulrich (2008), Managing Human Resource (13th edition), McGraw- will
 Rs DWIVEDI (2007), Text Book of Human Resource Management, VIKAS publishing
house PVT LTD.
 Denisi Griffin (2001), Human Resource Management, Text A and M university.
Houghron Mifflin Company Boston, New York.
 John M. Ivancevich (2010), Human Resource Management (11th edition) Mc-grew-hill,
New York.
 Nadler Leonard, (1994). Human Resource Management (5th edition, willey Michigan,
New York).

35
 APPENDIX I

MADDA WALABU UNIVERSITY

College of Business and Economics
Department of Management

Questionnaire
This questionnaires are Prepared to write a senior essay for the partial fulfillment of a bachelor of
art in management. The main goals of this questionnaire are to assess Human Resource
Development practice in Madda Walabu University so you are kindly requested to respond it
carefully and, thank you in advance for your contribution.

Note: Writing your name is not required.

 To show your answer put “” Mark within the given boxes.
1. Personal Information
1.1. Sex: Male  Female 
1.2. Age: 18-25 years  26-35 years 
36-45 year  46 and above 
1.3. Education Status:- Certificate 
Degree and above 
2. How long have you been serving in this organization?
A. Below one year  C. 3-4 years 
B. 1-2 year  D. 5 years and above 
3. Is there continuous Human Resource Development program?
A. Yes  B. No 
4. Are there particular weaknesses in your performance that you need to be address?
A. Yes  B. No 
5. If your answer for question no “4” is yes, what particular weaknesses are therefore in your
performance that you need to be address?

36
 A. Poor communication 
6. Do you think that the university has current Human Resource Development practice?
A. Yes  B. No 
7. If your answer for question no “6” is yes, what kind of method do you use?
A. Job rotation  C. Group discussion 
B. Class room lecture  D. Experience Sharing 
8. What kind of changes do you bring after such development based on question “7”?
A. Good Personal relationship 
B. Effective Communication 
C. Enhancing your job performance 
D. High self confidence 
9. How can you persuade that continuous development is a norm rather than exception in your
university?
A. By increasing Monthly Salary 
B. Gating the chance of promotion 
C. Encouraging and rewarding you to your contribution 
D. Getting Empowerment 
10. What changes in skill and competence are required to support your job?
A. Attitudinal change  C. Being responsible 
B. High Self-confidence  D. Flexibility 
11. Is there challenges and problems that are related to Human Resource Development program
in your university?
A. Yes  B. No 
12. If your answer to question no “11” is yes, what is that challenges and problems related to
Human Resource Development program?

13. What you have learned from your previous experience of Human Resource Development
program in your university?

37
14. What do you need to do to enhance your performance development activity?
A. Taking things out with your boss 
B. Sharing Problem with your organization 
C. Understanding yourself better 
D. Thinking about your job in abroad 
15. Do you think that there is a development activity that you need to make and team or group in
your university.
A. Yes  B. No 
16. If your answer is yes in question no “15” what developmental activities are targeted at group
with your university?
A. To make social life better 
B. To working effectively 
C. For being creativeness 
D. Adaptation of each other 
17. Would you please suggest if there is anything to be changed with regarding to the current
Human Resource Development practice of the university

38
39
40