INFLUENCE OF ORGANIZATIONAL TRAINING POLICY ON MANAGEMENT OF
SEWER LINE SERVICES TO DOMESTIC CONSUMERS IN ELDORET TOWN,
UASIN GISHU COUNTY
RESEARCH METHODOLOGY
3.0 Introduction
This chapter looked at the research design, the location of the study, the target population,
sampling procedures, data collection instruments and procedures and methods of data analysis.
3.1 Research Design
According to Tromp (2006), a research design can be regarded as an arrangement of
conditions for collection and of data in a manner that aims at combining relevance with the
research purpose. This study employed a descriptive research design ,this describe the
phenomenon associated or characteristic of a subject population Smith (1980) it involves people
,places ,situations, conditions procedures ,interactions and uncertainty that a researcher wish to
action about M. Roll (2000) This approach sought to collect data without manipulating the
research variables or the respondents in an attempt to assess the Ifluence of Organizational
Training Policy on Service Delivery, case study of Eldoret town Uasin Gishu county. The study
chose this design since it provided basic information in an area of study without direct
intervention from connected variation of independent and dependent variables Patton, (2000). In
this study, variables were investigated without any manipulation or alteration and descriptive
methodologies used.
3.2 Target Population.
A population consists of all elements, individuals, items, or objects whose characteristics
are being studied. The population being studied refers to people or study subjects who are similar
in one or more ways and which forms the subject of the study in particular survey. In this study
the target population was the employees of Eldoret water and Sanitation Company It involved
420 employees, waspa report (2012 -2013). The employee population came from different
levels ; 6 top management, 117 from middle level and 206 support staff . The population
distribution is recorded in the table below.
Table 3.1 Target Population
Level of staff Total
Top management 6
3
Middle level 117
Support staff 206
Grand Total 420
Source: Eldowas reports (waspa) water service provider’s association reports.
3.3 Sampling Procedure and Sample Size
According to Mugenda and Mugenda (1999) in a case study; a sample enables a researcher
to gain information about the population. Gay (1992) suggests that at least 10% of the population
is a good representation where the population is large and 20% where the population is small.
The 20% of the target population of 420 respondents made a sample size of 84 respondents.
3.5. Data Collection instrument.
Questionnaires: This formed the major source of primary data used in the study. The data
collected from this source was obtained through use of questionnaires constructed by the
researcher and approved by the supervisor. The questionnaires in this study were filled by
employees who were sampled for this study in an attempt to generate the information required by
the researcher, both open ended and closed ended questions are used, for document review and
analysis .The study used data from Ministry of water documents related to government training
policies, reports, journals and other researchers done in the past.
3.5.1 Pilot testing of the instrument.
This is putting of an instrument into an experiment to gauge its usability. This helped
detect difficulties that the researcher might undergo during the actual study .This helped in doing
corrective measures. Pilot testing of this study was done outside Uasin Gishu County where
other companies providing water and sanitation services could be found. Kitale water and
Sanitation Company in Trans Nzoia County was used to test the instrument before being
administered in Uasin Gishu County.
3.5.2 Validity of the instrument.
Validity is the degree to which results obtained from the analysis of data actually represent
the phenomenon under study, validity therefore has to do with accuracy on the data obtained in
the study represents the variable of the study Mugenda and Mugenda ( 2003).
The content validity had been tested in two ways, firstly, the researcher had discussed the
research instrument with the supervisor other features in the school of management and
colleagues to advice contributed to the research instrument to be valid. Secondly, pilot study was
conducted so as to ensure research instrument was valid.
3.5.3 Reliability of the instrument.
Reliability is a measure of the degree to which a research instrument yields, consists results
of data after repeated trials in testing reliability of a research instrument. A pre test method was
conducted whereby respondents were selected and given questionnaires in order to detect,
eliminate and to determine whether the questionnaire had the ability to provide desired results.
3.6 Data collection procedure.
This is the procedure of acquiring raw data from the field (input) for the purposes of the
study. The researcher visited the company to seek consent from the management to conduct
research after explaining about the purpose of the study. Each respondent sampled was then
approached and their consent sought, after which they were requested to respond to the
questionnaire as honestly as possible. They were assured of their confidentiality and anonymity.
The researcher administered the questionnaires personally to the staff in the company .
Questionnaires were appropriate for gathering information and views of a large number of
people about a particular phenomenon, both open ended and close ended were used in this study.
3.7 Ethical Issues
The study sought permission from ELDOWAS for data collection before engaging in the
data collection process. This was facilitated through a letter of introduction from University,
introducing the researcher as a student at the institutions. The letter also confirmed that the study
was solely meant for academic purposes. The researcher also took a declaration that the data
collected was not be revealed to any unauthorized persons, otherwise it would lead to breach of
confidence. The researcher also declared that the identity of the respondents was be revealed in
any way. Information on the nature and purpose of the study was to be expounded to the
respondents as a means of providing sufficient information before they decide to participate. The
study also undertook to accept any errors due to omission or commission while compiling the
report of the stud
CHAPTER FOUR
4.0 DATA ANALYSIS, PRESENTATION, INTERPRETATION AND DISCUSSION
4.1. Introduction
This chapter presents the findings collected from employees of Eldoret Water and Sanitation
Company in Uasin County. The data was collected by questionnaire upon visitations to the
company’s premises. The chapter starts with descriptive statistics, including demographic
characteristics of respondents, while the rest of the section has comparison of means and a
ranking of impact of organizational training policy on management of sewer line services to
domestic consumers.
4.2. Demographic information of the respondents
The study sought to establish the background information of the respondents. This information
was useful in determining the answers of the respondents in relation to their age , gender ,and
education demography
Table 4.1 Demographic characteristics of employees
Source:
self (2013)
The study reveals that 17% of the respondents were aged between 18 and 20, this is the youthful
and the youngest respondents in the company. Though they are only 14 they need to be trained
so as to capitalize on their productivity. There was 32,( 38% ) employees in this category, this
has the largest number of males(56) and(28 ) females aged between 21 and 30 years,
moreover,28 (33%) were aged between 31and 40 years while 10 (10%) were aged above 50
Age gap and gender. 18-20 21-30 30-40 Over 50 Male Female
Top management - - 4 2 5 1
Middle Level 4 4 29 10 13 20
Support level 10 28 4 - 38 8
ƒ 14 32 28 10 56 28
percentage 17 38 33 10 67 33
years. The age of the respondents was distributed very well to carry out the study. The opinions
of each member from each age group were highly regarded as important to the study.
Majority of the respondents were male with 67% male while female were 33%. Gender was well
distributed in the study In terms of education profile, 5% of respondents had attained primary
level education, this indicate that only a small margin of employees could be unskilled . It was
also found that 16% Secondary, 21.4% had a certificate, 35% had a diploma, 19% for degree
while 5% had masters. The indication is that majority of the staff had average level of education;
at least they are at a level of understanding of the impact of training on service delivery and
could interpret the questionnaire accordingly. The findings a represented on table 4.
Table 4.2 Education background of employees
Primary o-Level certificate diploma degree masters
Top management
Middle Level
Support
- - - - - 4
- - - 20 16 -
4 13 18 9 - -
f
percentage
4 13 18 29 16 4
4 .8 15.5 21.4 34.5 19
4.2 Organizational Training Policy on Job Description
The first objective is aimed at establishing the influence of organizational training policy on
job description. The findings revealed that 68 respondents ( 81%) agreed that OTP it is an
important document in while 5 ( 6% ) disagreed that training policies stipulates the kind of job
description of a staff. This can be attributed to the high percentage of employees’ level of
education which is above average. Whoever 11 (13%) were undecided, this implies that the group
did not understand the purpose of training policies in the company.
Table 4.2 Training Policy on Job Description
Respondents SA A U D SD
Top management 4 2
Middle Level 28 16 6
Support level 32 5 5 1
Total 64 33 11 1
Training policies in most cases concentrates on increasing expertise of employees. Once an
employee has undergone a given training he/she is capable of performing even better on job
designated to. In reference to Arthur et al (2001), job description provides basic building blocks
which recruitment process is build acting as a tool in recruitment, selection, basis of employment
contracts, defense tool in case of discrimination, and finally as a means by which employer’s
expectations and priorities are communicated. Furthermore, the knowledge required for training
increases the quality of other services provided by the organization, policy lobbying, advisory
and representation services. Sixth, it contributes to better human relations at the enterprise level
and therefore to better enterprise performance, by matching corporate goals and people
management policies. Finally, it improves the overall image of the organization and invests it
with a degree of professionalism, which can lead to increased membership and influence.
4.3.1 Training policy and job expertise
The study sought to established the effects of training policy on enhancing job expertise,
this attracted majority of the respondents those who strongly agreed that training policy
enhances job expertise were 49 ( 58%. ) ,while a small portion of 2 respondents ( 2.4 % )
disagreed and 30 (35.7% agreed .This was supported by a staff who commented on the way
on the job training had assisted her perform her job better than she used to before undertaking
any course before her employment. The results were recorded in the table 4.3 .
Table 4.3 Training policy and job expertise
Respodents SA A U D SD
Top management 4 2 - - -
Middle level 28 16 6 - 2
Support level 32 5 5 1 2
Total 64 33 11 1 4
Percentage 58.3 35.7 3.6 1.2 1.2
Therefore, it was most apparent that training policy enhances job expertise. Employees
who had undergone some training attributed this policy to their success in delivering quality
work. To that extend, their efficiency was increased at work. The study revealed that 96.4% of
the respondents agreed that staff understands better their job after training. This company has
refresher courses that ensure skills and product knowledge of employees was at par. This was
supported by top managemet response , since they had been the biggest beneficiaries of the
document.
This objective sought to find out how a staff could perform after training, the respondents reacted
to this statement and It was apparent that most of staff who were interviewed applauded training
policies responding by 81 (96.4%) so much that they felt enough confidence to handle and revere
courage from their customers. The study too had those who were undecided as supported by 4
(2.4%) and another small percentage of only one respondent ( 1.2% ) that disagreed.
Table 4.3 job after training
Respondents SA A U D SD
Top management 3 1 - - -
Middle level 25 22 - - -
Support level 20 10 1 1 -
Total 48 33 1 1 1
Percentage 57.1 39.3 1.2 1.2 1.2
4.3.3 Training, motivation and work performance
The study sought to establish the impact of training on employee motivation and work
performance. It was apparent that training motivates and enhances work performance of
employees as supported by 74 ( 88.1% ) is attracted an overwhelming response by middle level
employees who were for this idea. Employees who participated appreciated the presence of
training policies in their organization that most of them were able to perform their duties and get
motivated equally. They viewed training as motivating factor important as any other work
incentive like money and wages. Trained employees increased their work performance since they
had acquired more skills and technical skills that otherwise they could not have attained without
training. In this study employees cited the benefits that most of them had accrued either inrtritic
and extrinsic. The findings areas presented on table 4.5.
Table 4.5 Training, motivation and work performance
Respondent SA A U D SD
Top management 2 2 - - -
Middle level 31 21 2 1 2
Support level 10 8 2 2 1
Total 43 31 3 3 3
Percentage 51.21 36.1 4.8 3.6 3.6
Nevertheless, a small number of respondents disagreed as seen 7% of the same. In reference to
Bennett, et al (1998), training enables the organization to contribute to the development of a
country's human capital, through its influence on education policies and systems and training by
public training institutions, to better serve business needs. It also enables it to influence
employers in regard to the need for them to invest more in training and employee development
which employers should recognize as one key to their competitiveness in the future. Second, it
provides an important service to members, especially in industrial relations in respect of which
sources of training for employers in developing countries are few.
4.3.4 Written tasks for employees
Employees who were interviewed agreed that they felt much responsible when their jobs
and tasks are elaborated in written. This idea was supported by36( 42.9) % of the respondents
that strongly agreed and 38 ( 45.2% ) that agreed. The percentage of respondents that supported
this idea came to 88.1%. one supervisor gave the reason for this being, the ability to review for
reminder purposes. Well written and elaborated tasks made employees realize their
responsibilities without even being told. It was noticed by the study that each employee was
engaged and busy doing something.
Table 4.6 Written tasks for employees
Respondents SA A U D SD
Top management 2 2 - - -
Middle level 24 35 5 2 -
Support level 10 1 2 1 -
Total 36 38 7 3 -
Percentage 42.9 45.2 8.3 3.6
Written task led to very minimal supervision in this organization. The objectives and aims of
each section were well displayed. On the contrary, a minimal number disagreed to this idea. The
number was represented by 6 (3.6% )of employees who were for this idea. However, they
attributed this to subject discrimination by their seniors. Same employees claimed that written
tasks led to working under pressure with high expectations from the management.
4.3.5 Training policy and organizational service delivery
From the study, it was realized that training policies guides organizational service delivery
through its employees. It is through 41 ( 48.8%) of the respondents that strongly agreed and 38 (
45.2%) that agreed. The total number of respondents that agreed led to 94%. On the other hand,
8.3% were undecided while 3.6% strongly disagreed ,teirreasons may be attributed to personal
reasons .
Table 4.7 Training policy and organizational service delivery
Respondents SA A N D SD
Top management 1 3 - - -
Middle level 20 15 2 1 -
Support level 20 10 2 2 -
Total 41 38 4 4 -
Percentage 48.8 45.2 4.8 1.2 -
4.4 Organizational Training Policy and Customer Relations
From the study, 29( 34.5%) strongly agreed, 50 (59.5 agreed this potrays that most
employees have been able to realize the importance of taking careif the customers for the benefit
of the institution. Only ,4 ( 4.8% ) were undecided while 1.2% disagreed with the idea that
training policies enhances customer relations through participatory service delivery. It was
apparent that many employees understood the mandate of its employer, customer relations is one
of the key items that the organizational service charter stipulates and forms part of mandate that
the organization is trying to achieve. This is validated in the table below.
Table 4.8 Training policies and customer relations
Respondent SA A N D SD
Top management 2 2 - - -
Middle level 17 38 4 1
Support level 10 10 -
Total 29 50 4 1
Percentage 34.5 59.5 4.8 1.2
Good customer relations contributes to better human relations at the enterprise level and therefore
to better enterprise performance, by matching corporate goals and people management ,policies
training improve the overall image of the organization and invest it with a degree of
professionalism, which can lead to increased membership and influence.
4.4.2 Training of staff and customers brings good relation.
The study discovered that training of both staff and enhancing will bring good relation as
supported by 49 ( 92% ) of the respondents who overwhelmingly supported this idea. The
respondents attributed this to both parties corresponding to a common aspects. A customer
applauded presence of a particular staff who was serving customers exceptionally at the
customer care desk . .Good relationship comes in when an organization informs customers on
time of the activities that are going on at the institution. This fosters understanding of the
customers towards the service provider. Training of all staff without discrimination or favor
results to good relations amongst themselves. On the other hand, poor working relationship
results to mediocre service to customer. In spite of this, only 8.3% of the respondents were
undecided as presented on table 4.9 below .
Table 4.9 Training of both staff and customers brings good relation.
Respondents SA A U D SD
Top management 4 - - - -
Middle level 25 18 5 - -
Support level 20 10 2 - -
Total 49 28 7 - -
Percentage 58.3 33.3 8.3
4.4.3 Good communication brings good interrelations.
This study reveals that 52 (92%) of the respondents agreed that good communication among
staff and to the customers promotes good interrelations. At some point a staff commented on the
use of language by staff which sometimes portrays them as arrogant and rude as most of the
customers needed to be heard and respected without any malice they attributed good listening to
easy way of solving problems and understanding customer needs easily .The respondents
lamented the warm and cordial relationship that exists between employees and customers to
good interrelations.
Table 4.1.0 Good communication promotes good interrelations
Rspondent SA A U D SD
Top management 2 - - -
Middle level 30 23 3 - -
Support level 20 3 - -
Total 52 23 6 1 -
Percentage 61.9 29.8 7.1 1.2
It was established that, good relations enhances openness thus resulting to better service.
Employees get to understand better their customers’ needs thus a having a clear picture of what
exactly a client needs. On the contrary 6 (7.1%) were undecided on whether good
communication among staff and to the customers promotes good interrelations while 1.2%
disagreed. However, their opinion did not affect that of the majority respondents
4.5 Staff Job Satisfaction on Service Delivery
The third objective was concerned with staff job satisfaction on service delivery. It was
important to note the effects of job satisfaction on service delivery. Below are the sub objectives
that helped realize the impact of job satisfaction on service delivery.
4.5.1 Satisfaction, quality service and work delivery.
The measurement of staff satisfaction on work delivery and services was crucial in the study.
The study above reveals that when staff is satisfied they deliver quality work and services. This
statement was supported by 97% of the employees that were interviewed attributed this idea to
being contented with their work. However, some of the factors highlighted for job satisfaction by
the employees included incentives and training amongst other issues. Unsatisfied employees tend
to engage in go slows or even strikes that largely affects customer service. This is validated in
the table below.
4.1.5 Satisfied staff and customer needs.
The study established the impact of a satisfied staff on understanding the needs of a customer.
The results were recorded in the table below.
Table 4.1.1 Satisfied staff and customer needs
Respondents SA A N D SD
Top management 2 2 - - -
Middle level 25 10 3 - -
Support level 30 7 4 1 -
Total 57 19 7 1
Percentage 67.9 22.6 8.3 1
The study above reveals that satisfied staff understands what a customer needs most. This idea is
supported by 76 ( 91%) of the respondents who supported this idea. The respondents that were
interviewed concerning this idea attributed it to being ready to serve as a result of recognition
and equal participation in the day to day business of the organization. Job satisfaction is often
determined by how well outcome meet or exceed expectations. For instance, if organization
participants feel that they are working much harder than others in the department but are
receiving fewer rewards then they will probably have a negative attitudes towards the work, the
boss and or coworkers, this will affects understanding customer needs by impeding service
delivery.
Satisfied staff feels much as part of the organization thus they were keen to listen to their
customers and deliver commendable work. On the other hand, 8.3% were undecided while only
one 1.2% disagreed with the idea. However, they did not site any viable reason to why they
remained numb or otherwise reject the idea
4.3.2 Job satisfaction and work motivation
The study established the impact of Job satisfaction is a motivator for staff to work more extra
for the benefit of an organization. The results were recorded in the table 4.1.6 below for
interpretation purposes.
Table 4.1.2 Job satisfaction and work motivation
Respondents SA A N D SD
Top management 4 - - - -
Middle level 23 10 6 -
Support level 20 16 3 1 -
Total 47 26 11 1 -
Percentage 56.0 31.0 10.7 2.4 0
The study above reveals that 73 ( 87% )of the respondents agreed with the idea of Job
satisfaction as a motivator this can be categorized into two intrinsic and extrinsic motivation can
be felt by an employee. Employees who felt satisfied about their work were eager to give back t
o the Organization by working extra hard. This idea was manifested in excellent service to
customers that was a result of minimal complains. A minimal number of 12 (11% ) were
undecided while 2.4% disagreed.
4.3.3 Job satisfaction and work efficiency
This objective was to gauge how job satisfaction could have impact on the efficiency of
employees in place of work. The respondents were able to bring in different views on the issue,
the following feedback recorded in the table below.
Table 4.1.3 Job satisfaction and work efficiency
Respondents SA A N D SD
Top management 4 - - - -
Middle level 27 30 1 1
Support level 10 7 3 - 1
Total 41 33 11 1 1
Percentage 48.8 44.0 4.8 1.2 1.2
From the above reveals that Job satisfaction enhances work efficiency and delivery as supported
by 41( 48.8) of the respondents that strongly agreed and 33(44%) that agreed. On the contrary,
4.8% were undecided, 2.4% disagreed.
However, their opinions did not affect the verdict that was made by the majority. In reference
to job Ebru, (1995), Job satisfaction of a sewer attendant depends on the conditions in a given.
An attended that cannot get a sufficient wage will be faced with the problem of maintaining his
or her family's life. Job satisfaction cannot be talk of where there is absence of motivation. Job
satisfaction of the person who has an important place in the information society will affect the
quality of the service he renders. In this respect, the question of how the material and moral
element affect the job satisfaction of the sewer attendant gains importance.
4.4 Identifying Needs Assessment for an Organization
This objective of the study concerned identifying needs assessment for an organization and
individual staff it involves the use of various methods being ,study
groups ,interviews ,observation ,and purposive research . Below are the sub-objectives regarding
needs assessment in an organization.
4.4.1 Knowledge of employee needs, in determining training
Needs assessment in an organization is a very important unit in ensuring enhancement of
skills through subsequent training. It was important to establish from the employees if they know
the kind of training they deserved.
Table 4.1.4 Knowledge of employee needs in determining training
Respondent SA A U D SD
Top management 4 - - - -
Middle level 25 15 - - 1
Support level 20 14 2 3 -
Total 49 29 2 3 1
Percentage 58.3 34.5 2.4 3.6 1.2
From the study above,it was established that 78 ( 93%) agreed that by knowing the needs of
an employee determine the kind of training he/she deserves. Having a specific need of an
employee noted down will help to give him/her that special training that will increase expertise.
This shows that most staff who were interviewed are conversant with what the company is
offering in terms opportunities to exercise their rights.
It was noted that 49 ( 58 % ) of employees strongly agreed that there was need to establish
ones need before training 29 (.34.5 %) fairly agreed and below 5 % disagreed on the issue . On
the other hand, 2.4% of the respondents were undecided while 5% disagreed. However, their
opinions were necessary for the validity of the research. In reference to Briggs, & Wagner,
(1992), a product of the needs assessment is the specification of the training objectives that, in
turn, identifies or specifies the skills and tasks to be trained. A number of typologies have been
offered for categorizing skills and tasks.
4.4.2 Identifying of own needs without any influence
The study had to establish if staff should be allowed to identify their own needs without
any influence. The response attracted different views from the staff as in the table below.
Table 4.1.5 Staff identifying their own needs without any influence
Respondents SA A U D SD
Top management 2 2 - - -
Middle level 20 21 2 3
Support level 18 20 3 2
Total 30 41 5 5 2
Percentage 35.7 48.8 6 6.6 2.4
The study revealed that 61( 85%) of the respondents agreed to the idea that staff should be
allowed to identify their own needs without any influence. On the other hand, 5 (6%) were
undecided while 8.4% disagreed. Needs assessment is done better when an individual staff is
able to establish it by self expression through task and job analysis at the place of work.
4.4.3 Training policy and a way of handling training needs
The study established if an organization training policy should provide a stipulated way of
handling training needs. The results were recorded in the table below.
Table 4.1.6 Training policy and a way of handling training needs
Respondents SA A
U D SD
Top management 2 2 - - -
Middle level 18 2 - - -
Support level 56 2 2 1 1
Total 76 6 2 1 1
Percentage 56.0 40.5 1.2 1.2 1.2
From the study above 82 ( 97% ) of the respondents agreed that an organization training policy
should provide a stipulated way of handling training needs. Respondents that were interviewed
attributed confusion that occurred sometimes back in their organization to lack of stipulated way
of handling training needs. Training policy stipulates procedures of training, way of handling
group of trainees and how to address their needs.
The success of a good training policy depends on the effectiveness of criteria used. On the
contrary, 1.2% were undecided while 2 ( 2.4%) disagreed. However, their opinion did not
change the verdict of the majority.
4.4.4 Needs assessment and provision for delegation of duties
The study had to establish if need assessment could provide for delegation of duties based on
training policy and knowledge level.
Table 4.1.7 Needs assessment and provision for delegation of duties
Respondent SA A N D SD
Top management 4 - - - -
Middle level 16 2 - - -
Support level 24 35 - 1 1
Total 44 37 2 1 1
Percentage 52.4 44 2.4 1.2 1.2
The study indicates that 81( 96.4% ) of the respondents agreed to the idea that needs
assessment provides for delegation of duties based on training policy and knowledge level. On
the other hand, 2.4% were undecided while only 1.2% disagreed. It’s therefore apparent that
needs assessment provides for delegation of duties based on training policy and knowledge level
of an employee.
4.4.5 Needs assessment and provision of improvement in training.
It was important for the researcher to establish if needs assessment is a way of promoting
continuous improvement in training. The results were recorded in the table below.
Table 4.1.8 Needs assessment and provision of improvement in training
RESP SA A U D SD
Top management 4 - - - -
Middle mgt 16 10 1
Support 40 20 1
Total 50 30 2
Percentage 59.5 35.7 2.4
The study revealed that majority of respondents represented by 80 ( 95.2%) agreed that needs
assessment is a way of promoting continuous improvement in training this is due to dynamic
needs among different professionals. At point a staff lamented that there was need to embrace
changes that comes with a lot of challenges in order for an institution be revising and updating of
its training policy. On the other hand,5 ( 2.4%) were undecided while 2.4% disagreed. According
to the study that needs assessment is a way of promoting continuous improvement in training.
Once an employee is assessed, he/she is capable of revealing performance flops thus provide a
way of knowing the type of training one deserves.
