dc.contributor.author | Gakurub, W | |
dc.date.accessioned | 2013-05-10T12:59:23Z | |
dc.date.available | 2013-05-10T12:59:23Z | |
dc.date.issued | 2006 | |
dc.identifier.citation | A management research project submitted In partial fulfillment of the requirements For the award of masters of business Administration (mba) degree school of Business, university of Nairobi. | en |
dc.identifier.uri | http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/21432 | |
dc.description.abstract | Globalization has changed the training trend in Kenya. The nation faces challenges that
call for changes towards modem methods of satisfying consumers on the local and global
markets. The presence of multinationals has taken competition to another level. While
many companies are now training their staff, training has not always resulted into
improved performance. This has resulted to minimal budgetary allocations to training and
in some cases no training at all. However, the way training is managed and the
appropriateness of the training approach have major implications for the success of any
training intervention. This study sought to determine how the different training practices
applied by firms listed in the Nairobi Stock Exchange impacted on their financial
performance. A survey of the 48 firms listed in the Nairobi Stock Exchange was carried
out.
The objectives of the study were to determine the relationship between training practices
and performance.
A total of 29 firms filled in the questionnaires, a response rate of 60%. Firms were
divided into two categories: companies practicing systematic training, and companies
practicing non-systematic training. Tile data collected was analyzed using descriptive
statistics. The major findings were:
• Companies practicing systematic training recorded higher profits than companies
practicing non-systematic. training.
• The longer a company trained the better its training practices became.
• Effectiveness of training method was the greatest determinant of training in
companies practicing systematic training while companies practicing non-systematic
training considered cost first before choosing a training method.
• Performance objectives were most commonly used in companies practicing
systematic training while companies practicing non-systematic training mostly
used behavioral objectives. | en |
dc.language.iso | en | en |
dc.title | Rela tionship between training practices and Performance: a survery of companies listed In the Nairobi stock exchange | en |
dc.type | Thesis | en |
local.publisher | Business Administration and planning | en |