CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
1.1 SUMMARY
This study explored the Effect of Training and Development on Workers’ Performance in
Organizations, emphasizing employee perceptions on the effectiveness, consistency, relevance,
and alignment of training programs with organizational goals.
Findings revealed that 58.0% of respondents acknowledged that training enhances their
efficiency in job tasks, highlighting the positive impact of training on individual performance.
A greater proportion (62.0%) affirmed that employees who receive regular training outperform
those who do not, indicating a strong belief in the value of consistent training.
Regarding career development, responses were evenly split—52.0% agreed that development
programs assist in planning career growth, while 48.0% disagreed. A similar divide was seen
in skill acquisition, with 52.0% reporting they had acquired valuable skills, suggesting mixed
perceptions of training outcomes.
Interestingly, 60.0% of respondents did not believe that long-term development initiatives
contribute to organizational success, while only 40.0% supported this notion. Furthermore,
views on the alignment of training with organizational goals were equally divided, with 50.0%
agreeing and 50.0% disagreeing.
On training constraints, 44.0% identified lack of funding as a limitation, whereas 56.0% did
not consider it a major barrier. Time constraints were more pronounced, with 52.0% affirming
that time limitations hinder full training participation.
In terms of relevance, 58.0% of employees believed training programs were suitable for their
job roles, while 42.0% felt otherwise. However, the most concerning finding was that 64.0%
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of employees reported they do not actively participate in training programs. Similarly,
motivation to attend training sessions was low, with only 36.0% indicating consistent
motivation.
Overall, while training and development are largely seen as beneficial for improving job
performance, concerns remain regarding participation, motivation, relevance, and the strategic
impact on organizational success.
1.2 CONCLUSION
This study concludes that although training and development are generally perceived as
beneficial by a majority of employees—especially in enhancing job efficiency and improving
skills there remains a significant portion of the workforce that is either unengaged or skeptical
about the broader and long-term impact of such initiatives. While over half of the respondents
acknowledged improvements in their job performance due to training, a concerning number
expressed doubts about the relevance, frequency, and overall effectiveness of these programs.
The findings revealed low participation and motivation levels among employees, with 64.0%
not actively engaging in training activities and a similar proportion lacking motivation to
attend. These figures point to serious issues that may stem from factors such as tight work
schedules, lack of time, unclear training goals, and inadequate connection between training
content and employees' actual job responsibilities. This lack of enthusiasm potentially
undermines the intended outcomes of training investments.
Furthermore, the divided views on the alignment of training programs with organizational goals
suggest that many employees do not see a clear link between the training they receive and the
broader mission of the organization. This misalignment could reduce the effectiveness of
development programs and limit their contributions to long-term success.
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For training and development initiatives to yield maximum impact, organizations must do more
than just offer these programs they must ensure they are well-structured, relevant, goal-
oriented, and communicated effectively. Employees need to see the value in participating and
understand how the skills gained will benefit not only their personal growth but also the
organization's progress. Addressing motivation, relevance, time allocation, and strategic
alignment will be essential for turning training programs into powerful tools for enhancing both
individual and organizational performance.
1.3 RECOMMENDATIONS
1. Increase Relevance and Customization: Organizations should tailor training programs to
closely match job roles and employee needs. Involving employees in training content
development could improve relevance and interest.
2. Enhance Motivation and Participation: Management should adopt strategies to increase
employee motivation, such as incentives, recognition, or integrating training into
performance appraisals.
3. Improve Communication of Long-Term Benefits: Organizations should clearly
communicate the long-term benefits of development programs and how they contribute to
both individual and organizational success.
4. Address Time Constraints: Scheduling flexibility and time management training can help
employees balance work and training demands effectively.
5. Secure Adequate Funding: While funding was not viewed as the main obstacle, sufficient
investment in quality training programs remains essential for long-term effectiveness.