TRADE PROJECT

TITLE: EFFECTS OF STAFF TRAINING ON ORGANIZATION PERFOMANCE AT

KENYATTA NATIONAL HOSPITAL.

PRESENTER: MARY ATIENO OTIENO

INDEX NO: 6191010096

COURSE CODE: 2908

PAPER NO: 2908/304

CENTRE NAME: FRIENDS COLLEGE KAIMOSI

CENTRE CODE: 619101

SUPERVISOR: MR. PETER T. AMBANI

PRESENTED TO THE KENYA NATIONAL EXAMINATIONS COUNCIL (KNEC) FOR

THE PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF DIPLOMA
IN HUMAN RESOURCE MANAGEMENT.

SERIES: JULY 2024

I
DECLARATION
I declare that this is my own work to the best of my knowledge and has not been presented
anywhere for approval.

SIGNATURE……………… DATE………………………

I approve that the project writes up was carried out by the trainee under my supervision.

SUPERVISOR’S NAME: MR PETER T. AMBANI

SIGNATURE………………………. DATE …………………….

II
DEDICATION
I dedicate this project to my parents and my family at large for their sacrifice and effort to
ensure that I achieve the best in my course.

III
ACKNOWLEDGEMENT
I acknowledge the almighty God for His care and protection throughout the study session. I
would like to thank the administration and the entire fraternity of Friends College Kaimosi.
Special thanks goes to my supervisor Mr. Peter for her guidance and correction throughout the
writing and completion of this project.
I acknowledge my beloved parents /guardians for their financial support in this project
writing.
Lastly, I appreciate my friends for co-operation and team work we had throughout the
entire session. God bless them all.

IV
ABSTRACT
Training and development play a pivotal role in shaping the performance and outcomes of
healthcare organizations, particularly hospitals. This abstract explores the impact of staff training
initiatives on enhancing organizational effectiveness within hospital settings. Drawing from
empirical studies and theoretical frameworks, it examines how targeted training programs
influence various facets of hospital performance.

The study begins by analyzing the significance of continuous learning and skill development in
healthcare professionals. It underscores the importance of training in improving clinical
competencies, patient care practices, and adherence to medical protocols. Effective training
programs are shown to enhance staff morale, job satisfaction, and retention rates among
healthcare professionals, thereby mitigating workforce shortages and burnout.

Moreover, the abstract explores the correlation between staff training and patient outcomes. It
highlights how well-trained healthcare staff contribute to reduced medical errors, improved
patient safety, and overall quality of care. Training interventions are also found to enhance
operational efficiency, streamline workflow processes, and optimize resource utilization within
hospital environments.

The abstract further discusses methodologies for evaluating the impact of training on hospital
performance, including outcome-based assessments, patient satisfaction surveys, and
performance indicators. Case studies and examples illustrate successful implementation
strategies and best practices in training healthcare personnel.

In conclusion, the abstract emphasizes the transformative effects of staff training on hospital
performance. It advocates for strategic investment in training and development initiatives that
align with healthcare quality improvement goals, fostering a culture of continuous improvement
and patient-centered care.

V
 CHAPTER ONE
INTRODUCTION
1.1BACKGROUND OF THE STUDY
1.1.1 STAFF TRAINING
Training is a systematic process which helps people to learn how to be more effective at work by
modifying knowledge, skills or attitudes through learning experience to achieve effective
performance. It identifies the ongoing problem and also upcoming challenges.
Training is the process of enhancing specific skills of employees required for a current job. It is
the basis of employee performance to meet the demand of the job they are involved in training is
a tool to remove skill deficiency of employees and rectify the behaviors. Employee training is the
only planned strategy for facilitating employees to enhance job related knowledge skills and
behavior. In the field of human resource management, training and development is the field
concerned with organizational activity aimed at battering the performance of individuals and
groups in organizational setting.
Both off-the-job and on-the-job training methods have a positive and significant relationship
with employee performance. Training affects organizational competitiveness and performance.
Unfortunately, the majority of governments, private and even international organizations are not
realizing the importance of training culture in their organizations to increase productivity. Many
organizations take the first option to cut their budget of trading when the economy slows down
or profits decline.
The finding of this study benefits Kenyatta National Hospital as well as the employees.
Therefore, training is the most important factor that would develop the skills sets of the
employees to make them perform better thus, hospital that apply that apply the recommended
approach derived from the result of the study will be able to understand the training needs of
their employees and train them more effectively to improve their business growth as well as the
careers of the employees.
The human resource department will be guided on evaluating the training needs of the
employees, implementing the right training programme and efficiently, measuring the impacts of
the training. The study will help uncover critical areas in the training needs analysis and
implementations process to develop new insights in this subject.

1.1.2 ORGANIZATIONAL PERFOMANCE

The main goal of training in the organization is to expand the knowledge base of all employees.

1
INDICATORS OF ORGANIZATIONAL PERFORMANCE AT KENYATTA
NATIONAL HOSPITAL
Organizational performance in an organization can be measured by varies factors, skills,
knowledge and attitude of an employee towards the work may pose a positive or negative
impacts towards the organizational performance.
And the ongoing trends towards greater workforce diversity flatter organizations and increased
global competitions, training of employees is very important.

1.2PROBLEM STATEMENT
Previous studies are failure to identify the practices and effects of training on employee’s
performance in Kenyatta National Hospital. Most of the researchers focus on organizations
toplevel managers neither lower levels nor middle level employees. Nowadays Kenyatta
National Hospital are providing quality services to their customers with investing high capital on
new technologies. In their areas of specification but they are not interested in investing capital on
employees training programs as required.
The cooperation and coordination between management and employees is crucial for effective
and efficient function of an organization. Lack of confidence between them has not only
seriously the development of human resource in an organization but also has hindered the
productivity and overall performance of the organization, employees are empowered besides
providing training and development opportunity.
1.3 OBJECTIVE STUDY
1.3.1 General objective
Determining effects of staff training on organization performance at Kenyatta National Hospital.
1.3.2 Specific objectives
I. To identify the staff training method at Kenyatta National Hospital.
II. To find out the indicators of Organization performance at Kenyatta National Hospital
III. To establish the relationship between staff training and organizational performance at
Kenyatta National Hospital.
1.4 RESEARCH QUESTIONS
i. What are the training methods of Kenyatta National Hospital?
ii. What are the indicators of organizational performance at Kenyatta National Hospital?
iii. How to establish the relationship between staff training and organizational performance
at Kenyatta National Hospital?

2
1.5 SIGNIFICANCE OF THE STUDY
1.5.1 MANAGEMENT OF KENYATTA NATIONAL HOSPITAL
Management is a process of getting the work or task done that is required for achieving the goals
of an organization in an efficient and effective manner, thus, training program has helped clarify
the expectations that managers and the organization at large has for his employees. It encourages
a culture based on performance where employees are set achievable goals based on clear
organizational objectives.
Employees training program helps improve the knowledge and skills to match the varies in the
organization. These improvements will positively affect the productivity of workers, which can
increase the profit and efficiency of an organization.
1.5.2 EMPLOYEES
Training programs helps the employees to develop their success and efficiency at workplace. As
well training can allow the workers to acquire the essential skills that he wants for a specific
position.
1..5.3 CUSTOMERS
Training continuously develops customers service skills which helps us to better understanding
and meet customer’s needs. This can lead to higher levels of customer’s satisfactions which is
crucial for building brand loyalty and positive word of mouth.
1.5.3 OTHER RESEARCHERS.
Researcher learn from an exchange of knowledge with patients, which influences their plans and
actions. This seem to be one way that involvement subsequently has an impact on research.
Facilitating this exchange seems important to support mutual learning and to enhance the impact
on researchers.
1.6 LIMITATION OF THE STUDY.
Every research has its own challenges; the major limitation of the study was as follows;
I. The accuracy of the researcher work is depending on the data provided by employees.
II. The result was depending on the accuracy and fairness of employee’s response. But
employees may not give you true responses.
III. The researcher study carried out at Kenyatta National Hospital may be different from
other regions of the country.
1.7 SCOPE OF THE STUDY
The study was limited to hospital organizations in Nairobi. The result of the study cannot be
generalized to all the hospitals in Nairobi as the participation is limited to some selected
hospitals in Nairobi since some of organizations have strict controls, it acts as barrier for getting
more data.

3
CHAPTER TWO
2.1 LITERATURE REVIEW
Training is a pivotal component in fostering professional growth and enhancing organizational
performance. As industries evolve, so must the methods employed to impact skills and
knowledge to individual within the workforce. This literature review aims to delve into the
current landscape of training methodologies, exploring established practices, technological
advancements and emerging trends, ultimately laying the groundwork for the development of
innovative training approaches.
2.2 EMPERICAL LITERATURE REVIEW
2.2.1 STAFF TRAINING METHODS
Staff training methods encompass a systematic approach to educating employees to acquire
specific skills, knowledge and competencies essential for their roles within an organization. It
involves the deliberate design and implementation of instructional strategies aimed at enhancing
individual and collective performance, fostering continues learning and driving organizational
effectiveness. Staffing training methods vary widely in their scope, ranging from traditional
classroom-based instructions to cutting edge digital platforms leveraging e-learning technologies.
As its core –staff training methods serve as a conduct for knowledge dissemination and skills
development, catering to the diverse learning needs and preference of employees. By providing
structured learning experience, organizations can empower their workforce to adopt to changing
job requirement, embrace new technologies and excel in their respective domain, moreover it
plays a pivotal role in fostering a culture of learning and innovation.
The implementations of staff training typically involve several key step to ensure effectiveness
and alignment with the organizational objectives. First thing the identification of training needs
is paramount, achieved through comprehensive assessment such performance evaluations, skills
gap analysis and employee feedback mechanization. This steps allows organization to pin point
areas requiring improvement and tailor training and tailor training initiative accordingly.
Subsequently, the development of training objectives and goals is essential to provide clear
direction and focus for the training program. These objectives should be specific measurable,
achievable, relevant and time bound, guiding the design and evaluation of training activities.
Once objective is established, the design and development of training content and material come
into play. This phase entails selecting appropriate instructional methods, resource and delivery
format based on the nature of the training needs and the learning preferences of the target
audience. Following the phase, the implementation of the training programs involves scheduling
section, coordinating logistic and ensuring participation readiness. Clear communication and
support mechanisms are crucial to facilitate a smooth transition into training phase.

4
During delivery of training, instructions or facilitators play pivotal role in guiding participant
through the learning process, providing explanation, demonstration and feedback as needed.
Interactive elements such as group discussions, case study and hands-on activities can enhance
retention and application of learning outcome. Additionally, incorporating assessment and
evaluation mechanism enables on going monitoring of participant progress and program
effectiveness. Feedback gathered from participant and stakeholders in iterative improvement to
the training program, ensuring its continued relevance and impact. Finally post training support
and follow up activities, such as monitoring, coaching and refresher courses, contribute to the
reinforcement of learning and long term skill retention.
Staff training confers a multitude of benefits to both individuals and organizations, serving as a
catalyst for personal and professional growth while driving organizational success. Primarily,
training equips employees with the requisite skills, knowledge and competency needed to excel
in their roles, enhancing job performance and productivity. Moreover, staff training cultivates a
culture of continuous learning within the organizational, promoting employee’s engagement,
motivation and satisfaction. Investing in employee’s development not only fosters loyalty and
commitment but also contribute to talent retention, reducing turn over costs and ensuring a
skilled work force poised for long term success. From an organizational stand point, effective
training programs lead to improved operational efficiency, innovation and competitiveness,
ultimately driving growth and profitability.
Effective staff training program are tailored to specific characteristic, engaging participant
through interactive methods, prioritizing practical continues learning, emphasizing practical
application, and incorporating evaluation and feedback mechanism. They address organizational
goals and individual skill gap, actively involving participant to enhance retention and motivation
while fostering culture of long life learning.
2.2.2 INDICATORS OF ORGANIZATIONAL PERFOMANCE
(Armstrong ,1998) indicates performance as both behavior and result and emphasizes that both
behavior (input) and results (output) needs to be considered while managing performance.
performance of an organization is the outcome of an acrostic of individual and the units of the
organization. Except for the external influence on individual and personal traits, organization can
either influence or control all factors affecting performance for individual and units through
formal and informal. Great influence of individual can be exercised formally through
communication; work culture and management style.
Performances a multi-dimensional construct, the measurement of which varies depending on a
variety of factors (Holton 1995). Within high performance work systems, training will be aligned
and integrated with actual work. Employees need training in group dynamics and interpersonal
relation, and systematic thinking to understand better how all parts of their organization fit
together and effect each other. Trainers play a key role in providing feedback on employee’s
performance and financial performance of their organization.

5
Organizational performance is evaluated using a variety of indicators that collectively provide a
comprehensive view of effectiveness and success. Financial performance indicators such as a
revenue growth, profit margins, return on investment (ROI) and earnings before interest and
taxes (EBIT) are fundamental in assessing economic health. These metrics reveal the
organizational ability to generate profit, manage cots and deliver value to shareholders.
Customers satisfaction and retention metrics, including net promotes net promotes scores and
customer feedback are crucial for understanding the quality of customer relationship. High
customer satisfaction and retention rate indicated strong customer loyalty and a positive market
reputation which are essential for long-term success.
Operational efficiency is gauged through productivity rates cycle times, and operational costs,
highlighting how well resources are utilized. Efficient operations reduce costs and improve the
speed and quality of services delivery, contributing to overall performance.
Employees performance and engagement are measured through satisfaction surveys, turn-over
rates and performance appraisals. These indicators reflect the workforce’s morale, productivity
and alignment with organizational goals. High engagement and low turnover rates are typically
associated with a more motivated productive and committed workforce.
Gautam (2012) in his research paper, evaluated the training culture and employee’s performance
in Kenyatta National Hospital. He concluded that training culture is the aggregate of meaning,
values, practices, attitude and behavior and skills could be enhanced. Advanced knowledge,
capabilities and skills could be proved to be a source of competitive advantage of the
organizations as these assists holds a dominant role in customer’s satisfaction and retention.
Organizations has two choices as to acquire competent employees from the industry or to build
their competencies. The second choice becomes more appropriate from organizational image,
employer satisfaction and retention along with the improved performance.
Training facilitates the updating of skills and lead to increase commitment, well-being and a
sense of belonging thus directly strengthening the organization the organizations competitiveness
(Acton and Golden 20002, Karia and Ahmad ,2002). To earn commitment top management must
offer a workplace with effective performance feedback and opportunities for participation so
committed employees are likely to leave for another job and are more likely to perform at a
higher level.
Employees performance involves all aspect which directly or indirectly affect and relate to the
work of the employees in the organization. Performance means both behavior and result –
behavior emanates from the performer and transformer performance from abstraction to action.
Not just the instrument for result, behavior are also outcomes in their own right-the product of
mental and physical effort applied to task and be judged apart from result (Brumbranch 1998).

6
Lastly, strategic performance indicators such as the achievement of strategic goals and the
balanced scorecard, provide a comprehensive view of an organizations progress towards its long
term objectives. This indicator collectively help organizations identify strengths, weakness and
areas for improvement, enabling informed decision making and goal attainment.
2.2.3 RELATIONSHIP BETWEEN STAFF TRAINING AND ORGANIZATIOANL
PERFOAMANCE.
As stated earlier, training is the organized activity aimed at impacting specific skills, knowledge
or behavior to employees to enhance their performance in their current roles or to prepare them
for future responsibilities. It involves structured programs and methodologies designed to
develop competencies that are essential for individual and organization success.
The relationship between staff training and organizational performance is inherently strong and
mulfaceted. Effective staff training enhances employee’s skills. Knowledge and competencies,
leading to improved job performance and productivity. This is turn, positively impacts
organizational performance in several ways.
Firstly, well trained employees tend to perform their task more efficiently and with higher
quality reducing errors and increasing output. This efficiently can lead to lower operational costs
and higher profit margins. Additional, training programs can boost employee morale and job
satisfaction, leading to higher retention rates and lower turnover. Employees who feel invested in
and supported by their organization are more likely to engaged and committed to their work.
Moreover, staff training fosters innovation by encouraging employees to adopt new skills and
approaches which can drive the development of new products, services or process. This
innovation is crucial for maintaining a competitive edge I the market. Training also ensures that
employees are up to date with industry standards and regulatory requirements, minimizing the
risk of non-compliance and potential legal issues.
The adaptation to technological advance in another significant area where training impacts
organizational performance. As hospitals integrates new technologies and systems, training
ensures that staff can use these tools effectively, streamlining operations and improving services
delivery. Continuous learning also fosters innovation as employees bring new ideas and solutions
to the organizations, enhancing overall performance.
Training contributes to a positive organizational culture and facilitates change management. A
robust training program fosters a culture of continuous improvement and learning within the
hospital. Well-trained employees are more adaptable to organizational changes, whether these
are related to new policies, systems, or healthcare practices. This adaptability is crucial for
maintaining smooth operations and achieving strategic goals.
Compliance and accreditation are critical for healthcare institutions. Ongoing training ensures
that staff are aware of and comply with healthcare regulations and standards, which is crucial for
maintaining accreditation and avoiding legal issues. Additionally, training programs help the
hospitals achieve and maintain quality certifications, enhancing its reputation and trust with
patients.

7
Furthermore, a strong training program enhances employee retention and recruitment.
Prospective employees are more likely to join an organization that demonstrates a commitment
to professional development. Providing ongoing training and development opportunities helps
retain existing employees by making them feel valued and invested in their career growth.
Evidence from Kenyatta National Hospital and similar institutions underscores the importance of
training. Studies from similar healthcare settings shows that targeted training programs lead to
measurable improvements in patients care quality and operational efficiency. For instance,
hospitals that invest in continuous professional development often report lower incidences of
medical errors and higher patient satisfaction scores. In the context of Kenyatta National
Hospital, training programs tailored to the specific challenges and needs of the Kenyan
healthcare system can have a significant positive impact on performance.
In conclusion, there is a strong, positive relationship between staff training and organizational
performance at healthcare institutions like Kenyatta National Hospital. Investing in
comprehensive training programs enhances employee’s skills, efficiency, quality of care and
employee satisfaction, while also festering innovation and ensuring compliance and regulations.
These benefits collectively contribute to better overall organizational performance, helping the
hospitals achieve its mission and objectives.

8
2.3 CONCEPTUAL FRAMEWORK
This is a presentation of fundamental variables and concepts together with their correlation
among them. It shows the independent variables with dependent variables. The relationship is
shown in the figure below.

Independent variables Dependent variable

Staff training methods Organization performance

 On the job  Reduce labour
 Off the job  Turn-over

Sources: researcher (2024)

2.4 SUMMARY
The research on Kenyatta National Hospital highlights that staff training significantly boosts
organizational performances. The literature review underscores how training enhances key
indicators of organizational performance include patient satisfaction, employee turnover rates,
services delivery efficiency financial performance and clinical outcomes. The study established a
strong relationship between staff training and these performance indicators, demonstrating that
effective training leads to improve skills and knowledge which positively impacts hospital
operations. The conceptual framework connects various training methods to specific
organizational outcomes, illustrating how training intentions directly influence performance
metrics.

9
CHAPTER THREE
RESEARCH METHODOLGY
3.1 INTRODUCTION
A methodology chapter serves to describe the research design and research method. This chapter
outlines and discusses the different methods and procedures used in this research work. It
consists of the research design, target population, sample size, data connection instruments and
data analysis.

3.2 RESEACH DESIGN

According to Kothari (2014) research design refers to the overall strategy that you choose to
integrate the different components of the study in a coherent and logical way, thereby, ensuring
you will effectively address the research problem. Its constitutes the blueprint for the collection,
measurement and analysis of data. The research problem determines the type of design.
Descriptive research design was the best for the study because it is a design that is concerned
with answering the questions of who, what, which, when or how much.

3.3 TARGET POPULATION

The target population defines those units for which the findings of the study are meant to
generalize. This study target department.
Category Frequency Percentage

Human Resource Office 4 4/40×100= 10%

Registry Office 22 22/40×100= 55%

Pension Office 8 8/40×100= 20%

Administration 6 6/40×100= 15%

10
3.3 SAMPLE AND SAMPLING DESIGN.
The study used stratified random sampling where the researcher grouped respondents into their
management level. The researcher randomly selected at least 30% of the total population as
stated in Mugenda and Mugenda (2006). In this case to get 44 respondents in the table 3.2 below.
Category Frequency Sample (50%) Percentage

Human Resource 4 2 2/20×100= 10%

Office

Registry Office 22 11 22/40×100= 55%

Pension Office 8 4 4/20×100= 20%

Administration 6/40 3/20 3/20×100= 15%

3.4 INSTRUMENTATION
Data collection is the process of getting and measuring information on variables of interest, in an
established systematic fashion that enables one to answer stated research questions, test
hypotheses and evaluate outcomes. Data collection was through questionnaires. Various authors
(Mugenda and Mugenda, 2003. Kothari, 2014) point out that in questionnaires, confidentiality is
upheld since the name of the respondent does not feature anywhere. Questionnaires are also
cheaper to administer as compared to interviews. In cases where distances is an issue, the
questionnaires can also be channeled via email. Specific closed ended questions shall be
incorporated in the questionnaires which shall aim at capturing specific information. A pre-test
was done on the questionnaires by using them to interview selected sample respondents and
evaluating the data acquired. The questionnaires were administered on a drop and pick basis
whereby respondents were issued with questionnaires and be given adequate time to fill them out
before they were collected back.

3.5 DATA COLLECTION PROCEDURE

Once the questionnaire instrument was ready and approved, the research delivered the instrument
to respondents together with an authorization letter. Respondents were given at least three days
to respond to the questionnaires before they get collection to prepared for analysis.

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3.6 DATA ANALYSIS
Data analysis involves, classifying, sorting editing, presentation and interpretation of the data to
generate findings. The data collection was first be sorted, categorized and tabulated. This shall be
followed by data interpretation. Since this study was descriptive in nature it required both
qualitative and quantitative analysis because descriptive most of the time uses qualitative. To
achieve good quantitative. To achieve good quantitative descriptions data was analyzed via
descriptive statistics in form of tables, charts and figures.
To ensure that the frequencies and percentages derived from quantitative analyze are well
interpreted, the research made use of qualitative analysis to aid un giving.

12
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 INTRODUCTION
Having collection data from the field, this chapter entails presentation and analysis. The data is
presented via tables and charts and further explanation of the findings given. The chapter begins
with a response rate analysis, analysis of background information, analysis of specific objective.

4.2 RESPONSE RATE ANALYSIS

This section entails the questionnaires that were issued to the respondents and the questionnaires.
Actually received.
4.1 Response Rate
Category Number Percentage

Returned questionnaire 30 75
Unreturned questionnaire 10 25
Total 40 100

Source: Research (2024)

Figure 4.1 Response Rate

Unreturned
questionnaire
25%

Source: Research (2024)

Returned
questionnaire Table and figure 4.1 shows the response
75%
rate out of the 40 questionnaires issued to
the respondents, 30 representing 75% were

13
returned while 10 representing 25% were not returned. A response rate at 75% is a high response
rate.

4.3 BACKGROUND INFORMATION

4.3.1 Gender
The study sought to establish the gender distribution at Kenyatta National Hospital. the results
are shown in table 4.2
Tables 4.2 gender of respondents
Response Frequenc Percentage
y
Male 16 53

female 14 47
Total 30 100

Figure 4.2 Gender of Respondents

Female
47%

Male
53%

Figure 4.2 reveals that

53% of the respondents were male and 47% of the respondents were female. The research
reveals that the male gender is high more than female gender at Kenyatta National Hospital.

4.3.2 AGE
Table 4.3 Age distribution

Response Frequency Percentage

20-30 years 6 20%

30-40 years 10 33%

40-50 years 11 37%

Above 50 3 10% 14
Total 30 100
Figure 4.3 Age distribution

40%

35%

30%

25%

20%

15%

Figure
10%
4.3
reveal
5%
that
0% 20% of
20-30 30-40 40-50 Above 50 the

respondents were aged between 20-30,33% were aged between 30-40,37% aged between 30-50
and 10% were above 50 years. Respondents aged between 40-48 were higher more than the other
respondents at Kenyatta National hospital.
4.3.3 YEARS OF EXPERIENCE
Table 4.4 years of experience
Category Frequency Percentage
2-4 years 13 43
4-6 years 17 57
TOTAL 30 100

15
From the above result 43% of the respondents had experience of 2-4 yrs,57% had experience of
4-6 yrs. therefore, the respondents who had experience of 4-6 years were higher than other
respondents at Kenyatta National Hospital.

2-4 YRS
43% 4.3.4

4-6 YRS
57%

LEVEL OF EDUCATION
Table 4.5 level of education
Category Frequency Percentage
Certificate 4 13
Diploma 5 17
Bachelor’s degree 15 50
Master’s degree 3 10
Doctorate degree 2 7
Others 1 3
30 100

16
60

50

40

30

20

10

0
certificate Diploma Bachelors degree Masters degree Doctorate degree Others

The results indicate 13% of the respondents were of certificate level, 17% had diploma
qualification, 50% of the respondents were bachelor’s degree holder, 10% were master’s degree
holders, 7% of the respondent were doctorate degree and 3% were others.

17
4.4 STAFF TRAINING METHODS
4.4.1 staff training programs in the organization

Category Frequency Percentage

Yes 26 87
No 4 13
Total 30 100

No
13%

Yes
87%

From the results above 87% of the respondents said yes while 13% of the respondents said no.
therefore, the yes was high than the NO.

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.

4.4.2 STAFF TRAINIG CONDUCTION

Category Frequency Percentage

Quarterly 2 6
Semi-annually 3 10
Annually 5 17
As need arises 20 67

Total 30 100

80

70

60

50

40

30

20

10

0
quarterly semi-annually annually as need arises

4.4.3 METHODS OF TRAINING

Category Frequency Percentage

19
Coaching 3 10
Job rotation 12 40
Mentoring 4 13
Seminars 6 20
Lectures 2 7
Group discussion 3 10

Total 30 100

20
Category Frequency Performance
Very good 12 40
Good 10 34
Fair 3 10 4.5
Poor 4 13 ORGANIZATION
Very poor 1 3 PERFORMANCE
Total 30 100

45

40

35

45
30

25
40

20
35

15
30
10
25
5
20
0
15 very good good fair poor very poor

10

0
coaching 10 job rotation 40 mentoring 13 seminars 20 lectures 7 group discussion
10

21
From the figure above 40% represented 12 respondents who said the rate of performance at
Kenyatta National Hospital was very good, 34 represented 10 respondents who said it was fair,
13% represented 4 respondents who said it was poor while 3% represented 1 respondent who
said it was very poor, therefore the respondents who ranked it to be very good were more high
than the other respondents.

4.5.2 Organization assessment

Category Frequency Percentage
Yes 20 67
No 7 23
Not sure 3 10

Total 30 100

22
 Sales

From the results above,

69% represent 20
respondents who accepted
that Kenyatta National
Hospital conducts
assessment on organization
performance, 23%
Yes 67 No 23 Not sure 10 represents 7 respondents
who said NO and 10%
represents 3 respondents who were not sure. Therefore, the yes was higher than the other
respondents.
4.5.3 outstanding indicators of organizational performance
Category Frequency Percentage
Operational efficiency 10 33
Output per worker 15 50
Return on asset 2 7
Other 3 10
Total 30 100

23
 Chart Title
60

50

40

30

20

10

0
operational efficiency 33 output per worker 50 return on asset 7 others

Series 1 Series 2 Series 3

From the results, 33% represented 10 respondents who said operational efficiency was the
outstanding indicator of performance, 505 represent 15 respondents who said output per worker
was an indicator, 7% represented 2 respondents who said return on asset while 10% represent 3
respondents. Therefore, output per work were higher than other respondents.

4.6 RELATIONSHIP BETWEEN STAFF TRAINING METHODS AND

ORGANIZATIONAL PERFORMANCE
Category Frequency Percentage
Yes 22 73
No 8 27
Total 30 100

Sales

From the results, 73%

represented 22
respondents who
Yes 73 No 27

24
accepted that training methods had positive effects on organizational performance at Kenyatta
National Hospital while 27% represented 8 respondents who said No. therefore, the yes were
higher than the NO.
4.6.2 Extend of the effects on productivity
Category Frequency Performance
Very great 15 50
Great 7 23
Average 5 17
Low 2 7
Very low 1 3

Total 30 100

60
Chart Title

50

40

30

20

10

0
very great 50 great 23 average 17 low 7 very low 3

Series 1 Series 2 Series 3

From the figure above, 50% represents 15 respondents who rated the effects as very great, 23%
represented 7 respondents who rated them as great, 17% represented 5 respondents who rated
them as average, 7% represented 1 respondent who rated them as very low, therefore the very
great respondents were higher than other respondents.
4.6.2 how the staff training methods affect organization performance
Staff training equips employees with the relevant skills, competencies and attitude to perform to
their best. As individual employee performance improves, organizational performance.

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CHAPTER 5
SUMMARY CONCLUSION AN RECOMMENDATION
5.1 Introduction
At the previous chapter, the data analysis has been done according to the objectives of the study.
This chapter gives a brief overview of findings and conclusion of the study. It also draws the
inferences from the finding which lead to make the generalization. Based on the study, some
recommendations and suggestions for the further study have been mentioned.
5.2 SUMMARY
The study establishes that staff training methods has a great significance in improving
organizational performance. The objectives of the study were to identify employees training
methods adopted at Kenyatta National Hospital and to determine which of the methods
influences the performance of the organization. Below are the findings obtained from the
analysis of the data gathered from the survey conducted.
5.2.1 STAFF TRAINING METHODS
Effective staff training methods are essential for enhancing employee skills, improving job
performance and fostering career development. By leveraging a combination of approaches such
as on-the-job training, e-learning, monitoring and simulation, organization can cater to divers
learn styles and needs. Tailoring training programs to align with organizational goals and
individual aspirations ensures that employees are well prepared to meet current and future
challenges. Ultimately, investing in comprehensive and varied training methods lead to a more
skilled, adaptable, and motivated workforce, driving overall organizational success.
5.2.2 INDICATORS OF ORGANIZATIONAL PERFORMANCE
Indicators of organizational performance, such as financial metrics, customer satisfaction,
employee engagement and operational efficiency, provide critical insights into an organizations
health and success. These indicators help organization measures progress towards strategic goals,
identify areas of improvements, and analyzing these key performance indicators, organizations
can ensure the remain competitive, responsive to market demands and aligned with their
missions and visions. Effective use of performance indicators ultimately supports sustainable
growth, enhanced stakeholders value and long term organization resilience.

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5.2.3 RELATIONSHIP BETWEEN STAFF TRAINING AND ORGANIZATIONAL
PERFOMANCE
The relationship between staff training and organizational performance is robust and significant.
Effective training programs enhance employee skills, knowledge and competencies, directly
impacting productivity, efficiency and innovation within the organization. Well trained employee
is more likely to perform their tasks accurately and efficiently, reducing errors increasing overall
output. Additionally, training fosters employee engagement and job satisfaction, which leads to
lower turn-over rates and a more motivated workforce. Consequently, organization s that invest
in comprehensive training initiatives often experience improved performance, higher competitive
advantage and sustained growth. In summary, staff training is a critical driver of organizational
success and performance.
5.3 CONCLUSION
Since training has positive and significant impact on employee performance. It can help to
improve the performance of employee. Kenyatta National Hospital should develop an outdoor
training, brainstorming, technology based training and development process where the
performance of employee is evaluated through transparent system. Training must be based on
need based analysis and returns should be collected statistically. It should be a contentious
process as it helps to reduce cost in long run
5.4 RECOMMENDATION
Based on the conclusion drawn from the research study, training of employees will give benefits
to the employees such as better positions and better career life and it make efficiency of the
organization enhance. Instead of unskilled employees, skilled employees will give a better
performance to the employees. This paper us questioners to get the data was generated by using
the SPSS tools.by using the descriptive, correlation and recreation to find the significant nexus
between the training need assessment, training context and delivery and training reward linkage
with employee performance.

27
References
Armstrong. M (1998) Human Resource Management Strategy and Action, Boston: IRS
Publication
Brumbranch, GB (1998). Some ideas. Issues and perdition about Performance management,
Kenya: Researchacies publication.
Action, T. and Golden, W. (2002) training: the way to retain valuable it employees, conference
proceedings, information science 1(3), 1-12.
Karia N. and Ahmed 2. (2000). Quality practices that pay: empowerment and teamwork,
Malaysian management review. 35(2), 66-76.
Gautam K Prakash (2012). Training culture and employees performance in hospitals. The
international research journal of management science 5.1
Ahmed, Z.A, and Karia, N. (n.d) quality practices that pay empowerment and teamwork (school
of management). Malaysian management review.

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APPENDIX 1: QUESTIONNAIRE
INTRODUCTION
The purpose of this questionnaire is to collect data on effects of staff training on organizational
performance. The study is part fulfillment of the requirements for the award of Diploma inhuman
resource management. kindly respond to the questions to the best of your knowledge and ability.
All the information given shall be treated with confidentiality.
Instructions
Kindly respond to the questions by ticking (V) and explaining properly.
SECTION A: Background information
1. Gender
Male [ ]
Female [ ]
2. Age bracket
20-30 yrs. [ ]
30-40 yrs. [ ]
40-50 yrs. [ ]
50 yrs. and above…
3. Highest level of education
Certificate [ ]
Diploma [ ]
Bachelors degree [ ]
Masters degree [ ]
Doctorate degree [ ]
Others…
4. Work experience in years
Less than 2 years
2-4 yrs. [ ]
4-6 yrs. [ ]
SECTION B: staff training methods
1. Does the organization provide staff training program?
YES [ ]
NO [ ]
NOT SURE [ ]
2. If yes, hoe often is staff training conducted?
Quarterly [ ]
Semi-annually [ ]
Annually [ ]
As need arise [ ]
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 3. Which of the following training methods are used?
a) On the job method
i. Coaching [ ]
ii. Job rotation [ ]
iii. Mentoring [ ]
b) Off the job method
i. Seminars [ ]
ii. Lecture [ ]
iii. Group discussions [ ]
SECTION C: Indicators of organization performance
1. Does the management assess organization performance?
YES [ ]
NO [ ]
NOT SURE [ ]
2. If yes, which of the following indicators are applicable?
Operational efficiency [ ]
Output per worker [ ]
Return on assets [ ]
Others…
3. How do you rate the performance of the organization over the past two years?
Very good [ ]
Good [ ]
Fair [ ]
Poor [ ]
Very poor [ ]
SECTION D: Relationship between staff training methods and organization performance
1. Is there a relationship between staff training methods and performance of your
organization?
YES [ ]
NO [ ]
2. If yes, to what extend do staff training methods affect organization performance?
Very great extend [ ]
Great extend [ ]
Average extend [ ]
Low extend [ ]
Very low extend [ ]
3. How does the staff training methods affect organization performance?

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Appendix 2
Work plan
Milestone Activities Time
I. Titles and objectives Feb 2024
II. Fabrication Feb-June 2024
-Chapter 1
-Chapter 2
-Chapter 3
-Questionnaire
-Data collection
-Chapter 4
-Chapter 5
-Preliminaries
-Appendices
III. Final presentation June 2024

Appendix 3
Budget
Description
Stationary 500
Typing 1500
Printing 500
Data collection 1000
Binding 50
Internet 500
Total 4,050

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