management 28 were in top level management and 28 were in the non management

Management 28 were in top level management and 28

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management, 28% were in top level management and 28% were in the non-management positions. The human resources department was represented by 26% of the respondents; transport and supply management by 19%; procurement and contract management by 16%; construction and general maintenance by 9%; communication and IT by 9% and finally health care by 7%. Section 4.2 further indicated that 42% of the respondents were aged between 34 years to 44 years; 28% were aged 45-54 years were; 26% were aged 25-34 years; and 5%were aged above 55 years. Fifty eight percent of the respondents were holders of B achelor’s degree while 32% were M aster’s graduate s and 9.3% were Diploma holders. Finally section 4.2 showed that 58% of the respondents attended staff training once in a while, while 33% often attend employee training and 9% rarely attended staff training. For those who attend training, 91% of them had undergonestaff training in the last 12 months. 4.3 The Role of Training on Employee Engagement This section sought to find out the effect of staff training on the employee and organizational performance by influencing employee engagement. The study looked at how staff training has influenced staff engagement in change processes, innovation, better performance and enthusiasm. 4.3.1 Training and Employee Engagement in Change Process The study sought to find out if staff training has impact ed on the employees’ engagement. The results were first collapsed into three categories of disagree, neutral and agree for ease of interpretation. Table4.1 shows that on a summated scale the majority of the respondents at 74% indicated that they were in agreement that employee training at UNSOA has enhanced engagement in the change process among the staff. The majority at 90.7% were in agreement that training improves willingness to accept change; 86% were in agreement that training enhances willingness to take new tasks; and the majority at 44.4% were in agreement that training enhances commitment to taking the initiative in helping other employees.
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33 Table 4.1: Training and Employee Engagement in Change Process Statement Percentage (%) N=45 Mean Std. Deviation Disagreement Neutral Agreement Training improve willingness to accept change 0 9.3 90.7 3.91 .294 Training enhances willingness to take new tasks 0 14 86 3.86 .351 Training enhancescommitment to taking the initiative in helping other employees 20.9 34.9 44.4 3.26 .819 Summated 6.97 19.4 73.7 3.68 .49 The study further sought to find out whether these opinions cut across all the different population demographics or are in any way more aligned to certain categories of employees. To achieve this analysis of variance was carried out. Table 4.2 shows that p values for the relationship between management position and willingness to take new tasks/ commitment to taking the initiative in helping other employees are less than 0.05. This shows a significant relationship between the management position and these variables. To understand the nature of the relationship, cross tabulation was carried out.
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