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THE EFFECT OF HUMAN RESOURCE TRAINING ON EMPLOYEE PERFORMANCE: A CASE STUDY OF CROWN BEVERAGES LTD, 

NAKAWA DIVISION, KAMPALA DISTRICT

CHAPTER ONE

INTRODUCTION

1.1 Background of the study

The economic development of most developed countries such as Britain, Japan, China and United States of America can be attributed to the important role that its human resources have played. Therefore, considering the rich natural resources Uganda possesses and sufficient financial support, Uganda can also attain this economic success if the needed attention is given to the training and development of human resource. The government is already taking adequate steps to ensure that people acquire the necessary knowledge and skills (Aryee, 2009).

According to Ocquaye (2004), this is exemplified with the provision of professional and tertiary institutions, vocational training institutes and colleges, secondary and technical schools, as well as the reforms in education. All these facilitate the acquisition of skills and knowledge to ensure workplace effectiveness and efficiency.

Training can be defined as a “systematic process of acquiring knowledge, skills, abilities, and the right attitudes and behaviours to meet job  requirements” (Gomez- Mejia, et. al., 2007). Training has been reckoned to help employees do their current jobs or help meet current performance requirements, by focusing on specific skills required for the current need. However, its benefits may extend throughout a person’s career and help develop that person for future responsibilities.

Current educational systems, do not necessarily impart specific knowledge for specific job positions in organizations. As a result of this the labour force comprises of few people with the right skills, knowledge and competencies needed for positions in the job market. There is therefore the need for extensive external training for human resources to be able to improve and also contribute to the productivity of the organizations.

In most organizations,  human  resources,  skills  and  expertises  are  crucial assets that drive productivity and performance. This is because, as a service industry, the service provided by the bank is delivered through its personnel and it is consumed at the same time by the client.  The personnel (human  resource)  stand  for  the  service  and  portray  to  the  customer  the value and quality of the company’s service (Aryee, 2009). As such, organizations need exceptional human resources to present their services to customers in a manner that will win more customers and sustain profitability.

According  to  Cole  (2002),  the  factors which  influence  the  quantity  and  quality  of  training  and  development activities  include  the  degree  of  change  in  the  external  environment,  the degree of internal change, the availability of suitable skills within the existing work force  and  the  extent  to  which  management  views  training  as  a motivating factor in work.

Crown Beverages Limited was founded and incorporated as Lake Victoria Bottling Company on 29th March 1950. Then, the Uganda government owned the majority shares while a few elite indigenous Ugandans owned the minority shares. In 1965, LVBC became the Pepsi Cola franchise in Uganda and started bottling global soft drinks including; Pepsi, Mirinda, Gingerly among others. Due to competition and in order to stay in the market, Crown Beverages Ltd provides high-quality services with an experienced human resource department that would make end users satisfied and loyal. It makes its services known to its end users because the company, having sufficient information and knowledge about its consumers, has more opportunities to make right decisions on the needs of the client, which allows it to develop human resource training programs that provide real value to the company as well as to assess quantitatively the values desired by the organization (Annual Report, 2015). However, the company always complains of pitfalls in the output. It’s upon this background that the researcher will carry out the study on the effect of human resource training on the worker’s performance.

1.2 Statement of the problem.

The need for improved productivity in organization has become universally accepted and that it depends on efficient and effective training. It has further become necessary in view of advancement in modern world to invest in training. Thus, the role played by staff training and development can no longer be over-emphasized. The need for organizations to embark on staff development programme for employees has become obvious. Absence of these programmes often manifest problems of incompetence, inefficiency and ineffectiveness (Arnoff, 2007).

Oribabor (2000) submitted that training and development aim at developing competences such as technical, human, conceptual and managerial for the furtherance of individual and organization growth, also Isyaku (2000) postulated that the process of training and development is a continuous one. Man is dynamic in nature, the need to be current and relevant in all spheres of human endeavor’s make staff development a necessity, to keep track with current event and methods. However, in Crown Beverages Limited output laid out by the workers is still low regardless of the training programmes in the organization due to unplanned and unsystematic training approaches which calls for a study on the effect of human resource training on the worker’s performance. The study will seek to assess how human resource training affect the worker’s output, flexibility and quality of output produced.

1.3 Objectives of the study

1.3.1 General objective of the study

To examine the effect of human resource training on the worker’s performance with a case study of Crown beverages.

1.3.2 Objectives of the study

1. To determine the effect of human resource training on worker’s output in Crown Beverages.
2. To establish the effect of human resource training on worker’s flexibility in Crown Beverages.
3. To establish the effect of human resource training on quality of output produced in Crown Beverages.

1.4 Research questions

1. What is the effect of human resource training on worker’s output in Crown Beverages?
2. What is the effect of human resource training on worker’s flexibility in Crown Beverages?
3. What is the effect of human resource training on quality of output produced in Crown Beverages?

1.5 Scope of the study

The scope of the study is majorly divided into three aspects. This includes the subject scope, geographical scope and the time scope.

1.5.1 Subject scope

To study will aim at investigating the effect of human resource training on the worker’s performance in organizations. More emphasis will be put on determining the effect of human resource training on worker’s output, worker’s flexibility and quality of output produced

1.5.2 Geographical scope

The study will be carried out in the central region of Uganda, at Crown beverages located in Nakawa industrial area

1.5.3 Time scope

The researcher will consider 2015-2016 as the period of data to be considered in an organization. It will also be carried out for a period from April to October, 2017 and considering 2000-2016 as the period of study of knowledge to review literature.

1.6 Significance of the study

This study will propose appropriate human resource strategies, policies, processes, programmes and practices and the possible outcomes in Crown beverages. It will also provide insights into adopting the “best fit” practices as strategic response for Crown beverages in the near future.

The larger community stands to benefit since the improved performance of Crown beverages will enhance the living standard of mostly the majority informal sector that deals with them and contribute significantly to the growth of the Ugandan economy.

The academic significance of this work is to add to existing theories on HR, serve as reference to those engaged in other related studies and create the leeway for another to further research into HR and worker’s performance.

The findings and recommendations will provide a solid basis for Crown beverages to properly manage their human resources and serve as an opportunity for the other banks to improve performance with existing workforce.

1.7 Conceptual framework

This section proposes a conceptual framework within which the concept, Timing of antenatal care services is treated in this work. It is arrived at basing on the System’s theory Input-Output model advanced by Ludwig Von Bertalanffy in 1956. The selection of the model is based on the belief that, the quality of input invariably affects quality of output. (Acato 2006)

Figure 1. Showing the conceptual framework for this study

Independent variable Dependent variable      

                                              Extraneous variables

Source: Adopted from Koontz and Weihrich (1988:12).

The figure shows the linkage between human resource training and worker’s performance. It shows that worker’s performance is related to output, flexibility and quality of output produced. If human resource training is administered effectively then worker’s performance is likely to improve however, if it’s poorly administered, worker’s performance may decline. The researcher also adopted some moderating variables, which may affect worker’s performance; these include policies and practices. If these variables are not controlled they may interfere with the results of the study.

CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This chapter reviews previous works done by researchers in the field of HR. This chapter casts more light on the theoretical review, empirical review and related literature in line with specific objectives.

2.1 Theoretical Review

The theory adapted for this study is derived from the System’s theory input-output model developed by Ludwig Von Bertalanffy in 1956. The theory, according to Koontz and Weihrich, (1988) postulates that an organized enterprise does not exist in a vacuum; it is dependent on its environment in which it is established. They add that the inputs from the environment are received by the organization, which then transforms them into outputs. As adapted in this study, the human resource training (Inputs) are adopted into the organizations using different techniques such as on-job training, career development and the workers’ output is seen through their performance.

Robbins (1980) argued that organizations were increasingly described as absorbers, processors and generators and that the organizational system could be envisioned as made up of several interdependent factors. System advocates, according to Robbins (1980) have recognized that a change in any factor within the organization has an impact on all other organizational or subsystem components. Thus the inputs, the processors and the generators should function well in order to achieve the desired outcome. 

Saleemi (1997) in agreement with Robbins (1980) argued that all systems must work in harmony in order to achieve the overall goals. According to the input-output model, it is assumed that trained human resource will perform well if the training practices are all good which may not always be the case and this is the shortcoming of this theory. According to Oso and Onen (2005), the interrelationships among parts of a system have to be understood by all parties involved. This theory requires a shared vision so that all people in the organization have an idea of what they are trying to achieve from all parties involved, a task that is not easy to achieve.

2.2 Empirical review

2.2.1 Effect of human resource training on worker’s output.

Past  researchers  have  found  evidence  on  the  impact  of  training  on productivity and where employees and employers were able to share the benefits from training. Lynch and Black (2005) whose research focused on the generality of training to organizational performance revealed that only on-the job training  improves  on  the  output .  This is further concurred by Barrett and O’Connell  (2001)  that  general  training  has  positive impact  on  firm  performance whereas  firm-specific  training  does  not. 

On  the  other  hand,  Nankervis,  Compton and  McCarthy  (2009)  were  of  the  opinion  that  effective  training  would  not  only equip employee with most of the knowledge and skills needed to accomplish jobs, it would also help to achieve overall organization  objectives by contributing to the satisfaction  and  productivity  of  employee.  

Drummond (2000) revealed that training provides adequate criteria to an individual to perform better  in  a  given  task  and  subsequently  contributes to  the  firm  performance (Rothwell, Sullivan & McLean, 2005). However, Drucker (2009) commented that Training is an expensive way of attempting to enhance human productivity.

According to Drucker (2009) most employees have some weaknesses in their workplace skills. Training allows you to strengthen those skills that each employee needs to improve. A development program brings all employees to higher level so they all have similar skills and knowledge. This helps reduce any weak links within the company who rely heavily on others to complete basic work tasks. Providing the necessary training creates an overall knowledgeable staff with employees who can take over for one another as needed, work on teams or work independently without constant help and supervision from others.

An employee who receives the necessary training is better able to perform her job. She becomes more aware of safety practices and proper procedures for basic tasks. The training may also build the employee’s confidence because she has a stronger understanding of the industry and the responsibilities of her job. The confidence may push her to perform even better and think of new ideas that help her excel. Continuous training also keeps your employees on the cutting edge of industry developments. Employees who are competent and on top of changing industry standards help your company hold a position as a leader and strong competitor within the industry (Mullins, 2002).

A structured training and development program ensures that employees have a consistent experience and background knowledge. The consistency is particularly relevant for the company’s basic policies and procedures. All employees need to be aware of the expectations and procedures within the company. This includes safety, discrimination and administrative tasks. Putting all employees through regular training in these areas ensures that all staff members at least have exposure to the information (Dave & Wayne, 2005).

Employees with access to training and development programs have the advantage over employees in other companies who are left to seek out training opportunities on their own. The investment in training that a company makes shows the employees they are valued. The training creates a supportive workplace. Employees may gain access to training they wouldn’t have otherwise known about or sought out themselves. Employees who feel appreciated and challenged through training opportunities may feel more satisfaction toward their jobs (Drummond, 2000).

2.2.2 Effect of human resource training on worker’s flexibility.

Training plays a significant role in the development of organizations, enhancing performance as well as increasing productivity, and ultimately putting companies in the best position to face competition and stay at the top. This means that, there is a significant relationship between organizations that train their employees and organizations that do not. 

Over the years, researchers have devoted a great deal of time and attention to establishing and examining the linkage between HR training and worker’s performance. Based on the evidence and findings, it is becoming increasingly clear that HR is an important component that can impact on organizational effectiveness leading to improved performance. Though the link between HR and worker’s performance is considered a black box, that is, lack of clarity as to “what exactly leads to what” (Gerhart, 2005) however, the positive relationship between HR and worker’s performance cannot be over emphasized. 

Empirical research surrounding the HR and performance debate over the last decade or so demonstrates evidence that HR does matter (Guest et al, 2000; Thompson, 2002; Purcell et al, 2003). This means that if appropriate HR policies, processes and strategies are introduced a substantial impact on worker’s performance can be made. It is important to realize that the effectiveness of HR policies depends on its alignment with other business strategies. Interestingly, Hyde et al (2008) examining the impact of HR training on firm profitability found little support for a positive relationship between HR training and firm profitability.

Studies show that certain HR training, such as working in teams, greater discretion and autonomy in the workplace and various employees′ involvement and pay schemes motivate workers and increase productivity (Boselie and Wiele 2002).

Richard and Johnson (2001) using a sample of banks examined the impact of strategic HR effectiveness on a number of performance variables. They found that the effectiveness of strategic HR is directly related to employee turnover and the relationship between this measure and the return on equity was stronger among banks with higher capital intensity.

Guthrie (2012) examining the impact of HR training on turnover and firm productivity among a sample of firms in New Zealand noted that HR training had an impact on turnover and that the relationship between retention and productivity was positive when firms implemented high-involvement HR training, but negative when they did not. 

Strengthening the evidence of a positive relationship between HR training and worker’s performance is the research of Ahmad and Schroeder(2003) which concluded that, there is a positive influence of Human Resource Management practices (information sharing, extensive training, selective hiring, compensation and incentives, status differences, employment security and decentralization and use of teams) on worker’s performance as operational performance (quality, cost reduction, flexibility and commitment). There has been the research into particular HR training out of the bundle that contribute significantly to worker’s performance. 

Booselie et al. (2005) analyzed 104 articles and established that the top four mostly investigated human resource management practices that have a positive impact on worker’s performance are recruitment and selection, training and development, contingency and reward and performance management. 

In Sang′s (2005) study involving 160 respondents of two manufacturing firms in Cambodia and Taiwan, it was asserted that a positive relationship exists between Human Resource Management practices; human resource planning, staffing, incentives, appraisal, training, teamwork, employee participation, status difference, and employment security on firm performance in areas of quality, cost, and production flexibility. 

According to Wang (2005) innovative firms treat HR training as the organization’s strategy to encourage team responsibilities, enhance organizational culture, and build up customer relationships through participation and empowerment. Green, Wu, Whitten and Medlin (2006) accounted that organizations that vertically aligned and horizontally integrated HR function and practices performed better and produced more committed and satisfied HR function employees who exhibited improved individual and worker’s performance.

2.2.3 Effect of human resource training on quality of output produced

It has been established that the adoption of certain bundles of HR training has the ability to positively influence firm performance by creating powerful connections or to detract from performance when certain combinations of practices are inadvertently placed in the mix (Wagar and Rondeau, 2006).  Ngo et al (2008) examined HR training in China to assess the impact of these practices on firm performance and employee relation climate and found that these have direct and positive effects on financial and operational performance and the employee relations climate.

Khan (2010) conducted a study in Pakistan to investigate the effect of human resource management practices such as recruitment and selection, training and development, performance appraisal, compensation and rewards, and employee relations on worker’s performance(product cost, product quality, market share, performance relative to competitors and organization’s performance relative to industry average) and he found a significant positive relationship between these practices and firm performance in twenty oil and gas companies. 

In one study of one hundred respondents of Graphic Communications Group, Ghana, Boohene and Asuinura (2011) stressed that HR training, specifically, recruitment and selection, performance appraisal, compensation, and training and development have positive impact on worker’s performance. For instance, performance appraisal increases employee commitment and satisfaction since employees are given the chance to discuss their work performance against set targets.

In a recent study conducted by Soomro et al (2011) it was found that HR training (training, selection, career planning, employee participation, job definition, performance appraisal and compensation) correlated positively with the employee performance.  Also affirming this is a study conducted by Nayaab et al (2011) whose result indicated that HR training like training, employee participation in decision making was found significantly related with banks′ performance.

The human resource enables organizations to achieve optimization of resource, effectiveness, and continuous improvement consistently (Wernerfelt, 2012). An organization take time to nurture and develop human capital in the form of knowledge, skills, abilities, motivation, attitude, and interpersonal relationship, and makes it difficult for competitors to imitate (Becker & Gerhart, 2006). 

Pfeffer (2011) stressed that human resource has been vital for firm sustained performance. In knowledge economy, the human resource has been recognized as a strategic tool, essential to organizational profitability and sustainability. This realization has led to the new role of human resource managers as strategic partners in formulation and implementing organizational strategy (Myloni et al., 2004). Organizations are pursing proactively human resource management (HRM) practices and systems to capitalize on strength of this vital asset for sustained competitive advantage in knowledge economy (Mac Duffie, 2010).

Delaney et al (2006) suggested that organisations could improve the quality of current employees by providing comprehensive training and development activities. He also states that there is considerable evidence that these investments in training and staff development produce beneficial organisational outcomes. HRM for instance determines the interactions between people and technology, which requires extensive training to keep staff up-to-date with new technology changes to beware the competitive edge and may even make the organisation even a leader in terms of new innovations.

Furthermore HRM supporting staff training and development can influence organisational performance through lower staff turnover. Huselid (2005) found that HRM practices such as employee recruitment and selection procedures, compensation and performance management systems, employee involvement, and employee training have a significant impact on employee turnover. This can be seen on the example of Grupo VIPS a Spanish retail and restaurant business, which used diversity HRM approaches to hire foreigners and offered them excellent training and development opportunities. In improving their recruitment, selection and employee training procedures, Grupo VISP was able to expand to 450 establishments in 2007, to lower their staff turnover to an amazing 1.4%, to increase staff loyalty, conscious and sales orientation. (Source: SHRM 2008) Lower staff turnover ensures also that important key staff stays loyal to the organisation as well as that the financial resources for staff training and development are not wasted.

CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter presents the research methodology which include; Research design, study population, study area, instruments of data collection, data processing, Study  instruments, sources of data and data  analysis.

3.1 Research design

Thornhill et. al (2003) defined a research design as a general plan on how the researcher plans to answer the research question. Specifically, the case study will be used. A case study is an empirical enquiry that investigates a contemporary phenomenon within its real-life context, especially when the boundaries between phenomenon and context are not clearly evident and it relies on multiples sources of evidence (Yin, 1994). Case study research investigates pre-defined phenomena but does not involve explicit control or manipulation of variables: the focus is on in-depth understanding of a phenomenon and its context (Miles & Huberman, 1994). Case studies typically combine data collection techniques such as interviews, observations, questionnaires, and document and text analysis. Eisenhardt (1989) posits that Case study strategy focuses on understanding the dynamics present within a single settings. A case study research design, combined with both quantitative and qualitative methods will be used for this study. According to Baron (2011), qualitative research design helps to capture qualitative data, based on qualitative aspects that may not be quantified. It aids in discovering the motives and desires or what people think and how they feel about a given subject or situation. This method involves an unstructured approach to inquiry and allows flexibility in all aspects of the research process. It is more appropriate to explore the nature of a problem, issue or phenomenon without quantifying it. While quantitative research is the systematic empirical investigation of observable phenomena via statistical, mathematical or computational techniques (Mugenda & Mugenda, 2003). According to Silverrman (2001), quantification gives greater confidence in the accuracy of conclusions derived from qualitative data; and it gives the reader a chance to think through the data on their own to cap on the researcher’s findings. The research will use this method because it produces information only on the particular cases studied.

3.2 Study Area

The study will be carried out at kcca. The firm is located in Kampala, Uganda. The selection of the study area is because of the easy accessibility.

3.3 Study population

Study population is a complete set of individuals, cases or objects with some common observable characteristics. The sample population consists of 60 employees of KCCA. The population will include the sales representative, procurement department, and transportation department, and other employees holding familiar and unfamiliar titles but are deemed to be suitable stakeholders for generating relevant data to the problem which will be under investigation

3.4 Sample size

The sample size will consist of 40 respondents from the study area. It is determine based on the Krejcie and Morgan’s sample size calculation which same as using the Krejcie and Morgan’s sample size determination table. The sample size determination Table 3.1 is derivative from the sample size calculation which expressed as below equation (Krejcie and Morgan, 1970). The Krejcie and Morgan’s sample size calculation was based on p = 0.05 where the probability of committing type I error isless than 5 %orp <0.05.

S=X2NP (1-P)d2 (N-1) +X2P (1—P)

Where,

s = required sample size.

X2=the table value of chi-square for 1 degree of freedom at the desired confidencelevel (0.05 = 3.841).

N = the population size.

P = the population proportion (assumed to be 0.50 since this would provide themaximum sample size.

d = the degree of accuracy expressed as proportion (0.05).

Table 3.1: Showing Sample size

Adapted from Krejcie, R.V & Morgan, D.W (1970)

The study will use a sample size selected 40 respondents because it will be enough for the study to obtain reliable information. In addition, it will help the researcher to finish her study in time.

3.5 Sampling method

According to Baron (2011), this is a definite plan determined before data collection for obtaining a sample from a given population. It involves three decisions: who to be sampled, how many people to sample, and how to obtain the sample. 

Simple stratified random sampling will be then used to select samples from the population strata. It’s a method in which the population is divided into a number of divisions and a sample is drawn from division and such sample makes us the final sample. This technique will be employed since it eases the making of proportionate samples, and therefore meaningful, comparisons between homogeneous sub-groups (Zikmund, 2003). 

The study will also employ purposive sampling technique. Silverrman (2001), purposive sampling involves deliberate selection of particular units of the population for constituting a representative sample. It involves convenience and judgemental sampling. Under judgemental sampling, the researcher will choose the sample based on who he thinks would be appropriate for the study while convenience sampling will rise where the population elements are selected for inclusion in the sample based on the ease of access. The researcher will use purposive sampling because it saves time, money and effort. It is flexible and meets multiple needs and interests. It enables researchers to select a sample based on the purpose of the study and knowledge of a population.

3.6 Data collection methods and instruments

3.6.1 Questionnaire method

The researcher will use the questioning method whereby he will draft to respondents structured questions. This method will be used because some respondents may have no time to sit down and answer during interviews.

A questionnaire will be used and this will be in form of close ended in nature and this will allow the study respondents to fill the questionnaire in the study field. The questionnaire method of data collection will be used because of being cheap and that the method collects responses with minimum errors and high level of confidentiality.

3.6.2 Interview method

An interview is a conversation where questions are asked and answers are given. Interview refers to a one-on-one conversation with one person acting in the role of the interviewer and the other in the role of the interviewee.

An interview guide will be drafted with a set of questions that the researcher asked during an interview and this will be structured (close ended) in nature. Interview guide will be used by the study since the methods helps in the collection of more data as it allows the interaction of both the researcher and the respondents. 

3.7 Data collection procedure

The study will observe all procedures followed in research. Using the letter of introduction obtained from the Research Coordinator, School of management and Entrepreneurship, the researcher will be introduced to every respondent reached at, fully explaining the purpose of research. After getting their consent, he will set a program with the respondents on when the questionnaires will be administered and date for the interview sessions will be set. The researcher also will build the confidence of the respondents by assuring them that their views will be confidential and will be used only for academic purposes.

3.8 Validity and reliability of research instruments

There are no scientific principles which would guarantee a valid and reliable research instrument, but there are ways in which this can be pursued. First, the items in the research instruments should be based on prior research whenever possible. Due to this, in this study most of the questions will be to be based on prior research. Secondly, the questionnaire should be pre-tested (Malhotra & Birks 2007).

3.8.1 Validity

Validity can be defined as the degree to which a test measures what it is supposed to measure. There are three basic approaches to the validity of tests and measures as shown by Mason and Bramble (1989). Law & Kelton (1991) suggests that if a questionnaire model is “valid”, then the decision made with the questionnaire model should be similar to those that would be made by physically experiencing with the system. In order to ensure validity the questionnaire will be made clear and understandable, the questionnaire will be first discussed by the researcher with the supervisor; this will include careful choice of words, order and structure of questions. After receiving the questionnaires, manual editing will be done, followed by coding. Frequency count of different provisions will be done and this will give the number of occurrences and percentages out of total occurrences for different responses. And lastly simple conclusions will be drawn from the given percentages and numbers. 

3.8.2 Reliability

According to Mugendaet al. (2003), reliability is the degree to which a measure is consistent in producing the same reading or results when measuring the same thing at different times. Reliability is influenced by random error, that is, as random error increases, reliability decreases. The random error is the deviation from the true measurement due to the factors that have not effectively been addressed by the researcher. Mugenda study indicated that the questionnaire has to be well structured to achieve the purpose of the research thereby meeting the test of reliability. The reliability of the research instruments will be tested through a pre-test. 

3.9 Data analysis

3.9.1 Qualitative Data 

Data processing will involve editing raw data to detect errors and omissions, classifying data according to common features, and tabulation to summarize and organize it. Data analysis will involve the qualitative approach of identifying the major themes arising respondents’ answers; assigning of codes to the themes: classification of the themes under the main theme; and integrating the responses into the report in a more descriptive and analytical manner.

3.9.2 Quantitative Data

Manual editing of questionnaires will be done to eliminate errors. After coding, tabulation will be done to clearly present various responses and the interpretation. Frequencies and percentages will be used to portray statistics used to analyze and interpret the findings of the study. Data analysis will be done using; correlation analysis to establish the relationships that exist between the variables. For ease of analysis, procedures within Statistical Package for Social Sciences (SPSS) will be used.

3.10 Data Presentation

Presentation of data will involve use of tables, pie-charts and graphs that will be generated from the questions relevant to the study variables. Interpretation and discussion of the results will be done as the researcher will explain the strength of the study variables basing on the frequencies and percentages, charts and graphs. 

3.10 Limitations of the Study

The study will be faced with a problem of not finding all respondents in the study area especially the employees who go to field as a group. The researcher however will arrange with them to fix for her an appropriate time in order to collect reliable and valid information from them for the study.

The study also will be expensive in terms of stationary. However the researcher will mobilize funds from his friends and family members for the study to be completed successfully in time with the help of her supervisor.

The researcher further will face a problem of some respondents not providing information for the study as information relating to the study variables, however to this, researcher will explain to them that the information will be only for the academic purpose while making them to understand the study variables. 

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QUESTIONNAIRE

Dear Respondent,

I am Tumwine Edgar, a student of Kyambogo University offering Bachelor’s of Arts in Economics. Am carrying out a study on the Effects of Human Resource Training on Worker’s performance as a requirement for the partial fulfillment of this award. I kindly request you to provide me the necessary information having been chosen to be one of the respondents to enable me complete my research project successfully. The information you will provide was confidential and only used for academic purposes.

SECTION A: BACKGROUND INFORMATION OF THE RESPONDENT

1. Name (optional) ……………………………………
2. Gender of the respondent

1. Male                                                           
2. Female

3. Age bracket

1. 20-29yrs   
2. 29-39yrs
3. 39-49yrs
4. 49-59yrs

4. Education Level

1. Certificate 
2. Diploma
3. Degree 
4. Masters
5. Others (specify) …………………

5. Number of years you have spent within the institution.

1. 1-5 years
2. 5-10years
3. 10 and above

SECTION B: Human resource training on worker’s output

6. In your opinion, indicate how human resource training influence worker’s output? Please tick (√) the appropriate alternative where SA-strongly agree, A- agree, NS- Not Sure, SD-strongly disagree D-disagree 

Section C: Human Resource training and worker’s flexibility

7. In your opinion, indicate how human resource training influence worker’s output? Please tick (√) the appropriate alternative where SA-strongly agree, A- agree, NS- Not Sure, SD-strongly disagree D-disagree 

Section D: Human resource training and worker’s quality of output produced

8. In your opinion, indicate how human resource training influence worker’s output? Please tick (√) the appropriate alternative where SA-strongly agree, A- agree, NS- Not Sure, SD-strongly disagree D-disagree 

Thank you for your cooperation