An assessmemt of the factors affecting training within the motor industry in Kenya
Linda, Ingari Susan
MetadataShow full item record
Human resource training and development continues to take centre stagejn search for higher performance and productivity by organizations. Keep (1989) says that one of the primary objectives of human resource management is the creation of conditions whereby the latent potential of employees will be realized and their commitment to the goals of the organization secured. This latent potential is taken to include, not merely the capacity to acquire and utilize new skills and knowledge, but also a hitherto untapped wealth of ideas about how the organizations operations might be better ordered. This study was assessing the factors affecting training within the Motor Industry in Kenya. This was preempted by the Independent Journal for Professional Trainers (May 2000) which indicated that employee training and development is often seen as peripheral in the aims of the business and may be the first area to be cut back at the time of recession or downturn. The study will assess the following factors contributing to training within the motor industry: A clear and effectively communicated training policy, SMART training objectives, training need as assessment programmed, choice of training methods or programs, evaluation of training programs or methods and Training Budget. The researcher focused on the employers and employees in the Sales and Marketing, Engineering and Human Resource departments in the three leading firms within the motor industry in terms of market share (General Motors East Africa Ltd., Toyota E.A. Ltd. and C. M. C. Motors Group Ltd.).Stratified random sampling was then used to get the sample population since the population contained different categories. The study adopted a descriptive research as it involved investigations that focused on a target population by selecting representative samples through observation and analysis. Primary data was collected using questionnaires and interview methods from the sampled group while secondary data was obtained from the existing publications, Internet, consultants and existing literature. Data in the returned questionnaires was organized, then edited, classified and tabulated. The classified data was transferred from the data gathering tools to tables, charts and graphs. Handsorting and recording results on tabulation sheets was done in accurate mathematical terms bymarking and counting frequency tallies for different items on which information was sort, then theresults converted into percentage. Once the research data had been analyzed, the researcherinterpreted the results under quantitative andqualitative sub-titles using qualitative and quantitativemethods.The researcher found out that the employers provide time off to employees to attend courses andseminars that help their job performance; employee training actually takes place in the motorindustry and most of the employees are trained outside the premises (off-the-job training); thereexists a training policy in the motor industry, which is communicated to theemployees through theintranet and company handbooks, but it is not well implemented; the three mostly used trainingmethods in the motor industry are seminars, workshops and apprenticeship; employees are selectedto attend training by recommendation by higher authority; training needs assessment is carried outwhen appraising performance by supervisors; training evaluation does not take place in the motorindustry and training in the motor industry is fully financed by the employers.