Influence of Staff Training on Sales Control in F&B on Financial Performance of Classified Restaurants in Nairobi County, Kenya
Nyamwaya, Ondieki Margaret
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This study was to evaluate the influence of staff training on sales control in food and beverage, on the financial performance of classified restaurants in Nairobi County, Kenya. The study focused on determining the relationship between staff training in sales controlin food and beverage, on the financial performance of classified restaurants. The study used a descriptive cross-sectional survey design and adopted stratified, random sampling. The study used Fisher, Laing, and Stoeckel formula in selecting the sample of classified restaurants, while adopted purposive sampling in selecting participants. The overall response rate was 85.94 %( 110 respondents). The research instruments used were questionnaires and interview guides based on the objective and conceptual framework. The respondents comprised of food and beverage controllers, supervisors, cashiers, and managers of classified restaurants. The researcher did Pre-testing in two selected classified restaurants that were not included in the final study. Cronbach’s Alpha formula was applied for the reliability of the instruments, where a coefficient ranging from 0.65 to 1 was adequate for data analysis and reporting. The researchwasanalyzed the collected data and waspresented in the descriptive and inferential analysis. The findings of the research were presentedin graphs, tables, and pie charts. Pearson correlation analysis and simple regression procedures were usedto determine the relationship between independent variables and thedependent variable. The results of a simple regression analysis were usedto test the study hypotheses at a 5% level of significance. For Pearson’s correlation analysis, staff training had r = 0.429 (p-value = 0.039). The correlation coefficients were significant since all the p-values were less than 0.05. Results of regression analysis showed that staff training had a significant positive effect on financial performance as a unit change in staff training will increase financial performance by the rate of β = 0.921, 0.979, and 1.263. The study recommends that policy implementers should use more staff training on the use of automated and manual systems to avert fraud and theft in sales control. For practice, restaurants and the hotel industry should adopt modern technology and authorization systems staff training that minimizes fraudulent practices. Finally, subsequent studies to consider replicating this study in the unclassified restaurants in Kenya to establish the influence of staff training on sales control in food and beverage, on the financial performance of classified restaurants.