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.
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.
