1.1 Background of the study
Skill development of the workforce is central to the success of organizations. According to Gupta (2023), companies and other organizations around the globe have understood the importance of training their workers to respond to market needs and help them deliver on strategic plans. A study by Gupta (2023) argued that an emphasis on training and development programs had been placed into sharp relief, with organizations spending much money on human capital. Widespread research on the correlation between employee training and organizational Performance has provided a wealth of information about particular training activities and their impact on different types of outcomes.
During the initial phases of research in the field of human resource development, particularly employee training, the focus was mainly on enhancing work productivity through technical skills training. Konopka (2024) stated that training was associated with elevated productivity and improved Performance on the job, thus solidifying the assumption that training expenditure caused quantifiable improvements in business results. These researches offered a clue to the fact that organizations that trained the personnel effectively provided better and more qualified competencies that promoted productivity and Performance in their organizational duties. Thus, the first step of research created a significant theoretical base and defined technical skills training as one of the foundational elements for determining and improving operational efficiency and effectiveness.
Over time, the study on training research changed the area of focus and turned to other interpersonal skills such as communication, leadership, and customer service (Pilar & Correa, 2023). This led to a focus on more extensive training initiatives and organizational development focusing on the development of mastery in the relevant fields of work and the acquisition of a range of cognitive skills by the employees. Pilar & Correa (2023) that a focus on soft skills could make employees more motivated, lead to lower attrition levels, and benefit the culture of an organization. For instance, training in the aspect of communication skills as a soft skill aided the employee in relation to fellow employees and even consumers to improve teamwork and consumer satisfaction. Training and employee development prepare managers to deal with their subordinates in a befitting manner and thereby impart enhanced Morale and productivity to employees. (Pilar & Correa, 2023).
The next set of efforts was directed at assessing and measuring the impact of training and the returns on investment (ROI) in training. Research by Wulnye et al. (2018) showed that analysts constructed complex frameworks that aimed at assessing the extent to which training influenced organizational Performance. However, the focus was on aligning the objectives of training interventions with the larger goals of the organization. This analytical approach emphasized the idea that programs have to be trained in order to produce outcomes that make a direct impact on the business organization. The authors highlighted the need to focus on the development of training interventions that were selected to meet organizational requirements, as well as the goals established within the strategic plans of the organization. A way to evaluate training or learning interventions for the purpose of recognizing the benefits of the training exercises as against the costs was also provided.
According to Wulnye et al. (2018), the effects of training on the Performance of the organization in the long run need to be better understood, and the conditions that facilitate training to achieve optimum results need to be better understood. As far as the benefits of training are concerned, these are more evident in the short term rather than in the long run. Therefore, several attempts have been made to build an additional understanding of the long-term effects of training programs. Moreover, there needs to be more information about the impact of different training methodologies and training delivery models in diverse organizational settings. In addition, there is a lack of research on the effects and outcomes of training in various cultural and economic environments, with most of the literature having originated from the Western world, especially the developed countries, while little is known on how training affects organizations in developing countries. It is essential to point out that organizational training programs’ effectiveness could be contingent upon cultural, economic, and managerial conditions. The studies that were undertaken in various contexts can offer insights into the applicability of the training endeavors in multiple environments.
This study aims to address these gaps by examining the effect of employee training on the Performance of the organization
1.1.1 Employee training
Employee training refers to the systematic act of equipping the employees or workforce with knowledge and skills for the existing or future position expected to hold, which makes it an essential type of human resource development aimed at improving competency capacity utilization and Performance, as mentioned by Haan in his article in the year 2024. Training is done by organizations in order to stay relevant to current trends in the industry, to increase the level of satisfaction with the employees in their workplace, and also as a way of being relevant in today’s ever-changing business world in order to gain growth. According to Haan (2024), in the United States of America, organizational workforce issues of recruitment and retention are bolstered with the matters to do with career ladder interjection, making training a valuable cog in an organization’s wheel and employees’ satisfaction.
Education in antiquity included simple training on the job and apprenticeships. Still, the training of the employees in the unique character of the Industrial Revolution is considered as the beginning of the modern form of employee training (Team, 2017). Their employers were burdened with numerous unskilled employees and had to train these employees systematically to effectively and productively perform tasks involving operating mechanical equipment (Team, 2017). This necessity sparked the evolution of the classroom line of training; as abstract and theoretical as it could be, it was instrumental in the rapid training of employees to meet the demand for the many goods that were being produced. Administered by Classroom learning, Team (2017) pointed out that this was less efficient than hands-on approaches as most teachings are out of context. Team (2017) mentioned that as technology developed, computer-based training (CBT) appeared at the end of the 80s and the beginning of the 90s, integrating technologically-supported media, accelerating the training, and using visual aids. Lectures – Webinars took place instead of traditional classes, where video lectures were provided, and employees could watch them at their desks (Team, 2017). The cloud advanced the concept of training by offering instant, quickly revised content when webinars were used, offering organizations additional reliable knowledge and enhancing flexibility.
A survey conducted in Forbes in 2023 showed that 59% of employees claim not to have received any training at the workplace; they greatly appreciate the formal professional training requirement despite relying on self-developed skills, which are, in fact, enhanced through such training to help revolutionize their craftsmanship. This critical strategy for organizations is usually considered an overhead or a cost. Gupta (2023) also added that Effective training programs that build up the requisite skills and productivity imply proper and efficient human capital investments. This creates a culture of constant learning and flexibility, which is supplemented by the fact that development processes are always in tune with organizational objectives and plans while, at the same time, the functional units compete on how best prepared are to perform future tasks.
Maryville (2021) also supports Employee training and development programs, asserting that they play a vital role in business, offering staff members a chance to improve their competencies or employers an ability to increase efficiency and enhance company climate. It also assists in minimizing worker turnover, which is monetarily crucial; a 2020 Work Institute investigation identified that average turnover costs U. S firms over $631 billion per annum (Maryville, 2021). Maryville also indicated that through a report by The International Journal of Business and Management Research conducted in 2019, 90 percent of the employees agreed that the training and development programs enhanced the Performance of the employees and development hence recommended to boost Performance thus contributing to the success of the organization (Maryville, 2021).
1.1.2 Sarova Hotels & Resorts
Sarova Hotels and Resort, established in 1975, de” fines itself as a premier hospitality management organization with a focus on offering unique hospitality and luxurious getaways to guests (Sarova Hotels and Resorts, n. d. as cited in Sangale et al., 2017). Having its central office in Nairobi, this company has expanded over the years and has a large staff complement today, being 1001 to 5000 employees (Sarovahotels. com). The company manages a group of establishments that travelers can visit for accommodation, such as hotels, resorts, and game lodges that are suitable for different clients and their expectations. The relatively modest period in which Sarova has been in operation might explain why it has minimized the production of substandard products and services, thus setting itself a competent brand in the provision of hospitality services not only in Kenya but also in the global market.
Sangale et al. (2017), while describing it as a chain of hotels, note that Sarova Hotels and Resorts is a leader in specialized segments of the hospitality industry, providing superlative service across all its operations. Its hotels offer city chic, whereas the resorts give a tranquil oasis, and the game lodges offer an exciting wild experience. This line of products and services ensures that the company is able to reach as many clients as possible in the market, either in a business or leisure capacity or even the adventurous kind. Like many other companies in the modern world, particularly in the context of the hotel industry, the company’s strategy has to focus on the vision for growth and development while nurturing and enhancing all human resources that the company employs and developing a committed professional workforce that can deliver quality services with efficiency, which is the company’s key advantage given the keen competition in the market.
1.2 Problem statement
The research question that drives this study is a concern for enhanced knowledge about the strategic management of various forms of training in employees and their effects on organizational Performance (Worley & Doolen, 2015). Despite the widespread acknowledgment of the critical role played by training and development programs in fostering employee growth and organizational success, numerous businesses find themselves grappling with a perplexing reality: a need for significant changes in performance indicators after participants have undergone organizational training. As Worley & Doolen state (2015), This is the very reason that this distinction between the amounts of money invested in training initiatives and the organizational gains received props up a critical issue in the corporate milieu. If it remains unconquered, then the organizations risk spending significantly as high return on investment training programs with meager, insignificant, or nil effectiveness. This predicament is not just an issue of financial loss but also presents itself in low Morale at the workplace, high turnover, and even compromised competitiveness.
College (202 revealed that while prior studies only provide short glimpses of hope towards the perceived benefits of training technical and soft skills, there still needs to be more clarity surrounding the best practices and long-term effects. This is compounded by the fact that there needs to be more literature exploring training effectiveness in different cultural and economic situations, with most existing studies emanating from Western contexts. Again, cumulatively, these challenges provide the context for the present study to embark on a systematic analysis of the effects of employee training on organizational Performance. With great effort, this study aims to help shed light on the many elusive factors of training outcomes and contribute towards the development of practical recommendations that would further assist in the establishment of improved training strategies, which would foster better organizational outcomes and continued progress in the long run. These are some of the questions that this study seeks to answer by exploring the impact of employee training on the Performance of the organization with the view of identifying the best practices that can help in improving the condition in order to have better outcomes of organizational Performance.
1.3 Objectives of the study
Both general and specific objectives will guide this study.
1.3.1 General Objective
The main aim of the study will be to analyze the effects of employee training on the Performance of the organization
1.3.2 Specific objectives
I To analyze the impact of technical skills training on employee productivity and operational efficiency.
ii To assess the impact of soft skills training on employee satisfaction and organizational culture
Iii To examine the impacts of employee training on career advancement and organizational growth.
1.4 Research Questions
what are the effects of technical skills training on employee productivity and operational efficiency?
ii what is the impact of soft skills training on employee satisfaction, customer service quality, and organizational culture?
iii what are the impacts of employee training on career advancement and organizational growth?
1.5 Justification of the study
The learning and development of employees is underlined as a critical factor to effectiveness in the workplace and more so in hospitality organizations because it deals with customers most of the time. Organizational training ensures that its workers acquire adequate knowledge and skills to execute their work in the desired manner, causing an improvement in the quality of services being rendered to customers. Other benefits of training include boosting employee morale and increasing employee loyalty because the training mainly aims at skills enhancement and promotion. Hence, there are fewer cases of employees leaving. It will help to fine-tune training interventions and, therefore, minimize employee turnover rates and subsequent absenteeism. Also, it should be understood that investment in employee training pays economic dividends. The employees who are trained then create more added value, hence increasing the revenues and profitability of the business. Analyzing the effects of modern training approaches like e-learning and blended learning, the findings of this research will provide best practices on how to promote the use of modern training technologies to improve the training results. It will also discuss the training benefits or detriments regarding the growth of organizations and the role of cultural and economic environment on training efficiency, providing references for similar organizations in different settings.
1.6 Significance of the study
The research conducted in this study on the effects of employee Training and Development on an organization’s overall Performance is valuable to many people and benefits every stakeholder.
1.6.1 Managers and Organizational Leaders
This research will be helpful to managers and leaders in organizations since it established that proper training has positive impacts on productivity, efficiency, and customer satisfaction. The results will assist in ensuring that it justifies the amount spent on its employees, as well as create a training program that closely fits the organization’s vision. Self-perceived skill improvement, together with training satisfaction, was positively related to turnover intentions over time, and thus, as is the case with improved work attitude, the long-term retention effect of training can point the way to a more stable workforce for managers.
- 6. 2 Human Resource Professionals
Human resource professionals will learn from the article seeking to understand proper strategies for designing training programs as well as implementing them. The county includes recommendations on how to incorporate technological advances into the training process in light of up-to-date policy in training and development: e-learning and blended learning. Much of this information can aid the HR departments of organizations in the effective management of their training regimes to ensure that effectiveness is enhanced, flexible, and adaptable enough to address the needs of the identified market forces in the employment of qualified, competent, and productive workers. Also, by focusing on that training is a critical aspect that contributes to career trajectory and staff engagement, the HR specialists will be able to contribute more effectively to the enhancement of talent management strategies.
- 6. 2 Employees
The most apparent customers that operate in the training environment are the employees themselves. Again, the study reveals how training has the potential to impact several social functions: the ability to upgrade efficiency and effectiveness on the job and to develop new skills, as well as open up new career paths for employees. To this end, it is crucial to enhance the job-training activities in an organization and provide structured programs that could improve employee satisfaction with their jobs, reinforce their self-confidence in their work activities, and improve their career growth opportunities within the firm. This not only applies to self-morale but assists in creating more effective and efficient employees in large numbers as well.
- 6. 3 Academia and Researchers
First, it provides additional insights into the existing knowledge by addressing missing and blind spots in the literature in relation to the training outcomes and its sustainability over the long term, as well as its efficiency in different cultural and economic environments. Future research by researchers and scholars can take up these findings to examine the complex relationship between training and its mediating environments to propose more theories and models that could enhance the understanding of the field of organizational behavior and human resource management.
1.7 Scope and limitation of the study
The purpose of this research is to evaluate how employee training impacts the Performance of organizations: A case study of Sarova Hotels and Resorts in Nairobi, Kenya. It targets the Sarova Hotel employees with particular emphasis on the loyal employees, thus using questionnaires to collect the data. The study will evaluate multiple types of training, technical, communication, and e-learning training programs, using stated targets of employee productivity, customer satisfaction, employee turnover, and company profits as the criteria. The proposed study employs a mixed-methods research design in the end. It seeks to offer insights that would be relevant to the Sarova Fitness Center trainer training and development as influenced by the culture and economy. The study will be conducted in the span of approximately three months, starting from [start date] up to 2024.
The study has limitations. This policy statement could be limited in that it only looks at the Nairobi hospitality industry and may need to be more generalizable across most hospitality industries. Some analyses may not collect enough data because of time constraints, so they are settled within three months. Using only the students who are loyal to the company might lead to biased results, as the samples may not perfectly represent the new employees of the company. The emphasis should be placed on particular curricula, and, in this case, specific methods may be excluded. However, limits originate from perceived economic and cultural differences in Nairobi that might hinder the findings’ generalization.
These acknowledgments, therefore, help avoid making unrealistic conclusions when the study seeks to assess the effect of employee training on the Performance of Sarova Hotels and Resorts’ organization.