Efirem

SCHOOL OF GRADUATE STUDIES
DEPARTMENT OF BUSINESS ADMINISTRATION
AN ASSESSMENT OF HUMAN RESOURCE DEVELOPMENT

PRACTICES: THE CASE OF KIRKOS SUB-CITY JOB CREATION AND
ENTERPRISE DEVELOPMENT OFFICE
A THESIS SUBMITTED TO GAGE UNIVERSITY COLLEGE IN PARTIAL

FULFILMENT FOR A DEGREE OF MASTER OF BUSINESS
ADMINISTRATION
SUBMITTED BY: EPHREM KASSA
ADVISER: FITSUM ABATE (PhD)
JULY, 2022
ADDISABABA, ETHIOPIA
Declaration
I, the undersigned, certify that this thesis entitled “HRD practices of Kirkos Sub city Job
Creation and Enterprise Development Office” has been submitted in partial fulfillment of the
requirements for the award of the degree of Master Arts, in Business Administration to Gage
University Collage, and that it has not been submitted to any academic or non-academic
institution for degree or diploma before or during this submission and all data sources in it
have been duly acknowledged.
Name of the student: Ephrem Kassa Lakew ----------------------- -------------------

Signature Date
Thesis Approval Form
Student’s Name: Ephrem Kassa Lakew
Degree sought: Master's of Business Administration
Thesis title: An Assessment of Human Resource Development practices: The case of Kirkos
Sub-city Job Creation and Enterprise Development Office
Name of University/College: Gage University College
We, the under signed, recommended that the thesis stated above be accepted in partial fulfillment
of the degree requirement.
Approved by thesis advisor:
Fitsum Abate (PHD)

Advisor’s name Signature Date
Board of Examiners:
External Examiner’s name Signature Date
Internal Examiner’s name Signature Date
Chairperson Signature Date
Approved by the department:
Head of the department Signature Date

Acknowledgements
First and for most I would like to thank the almighty God for being the source and means of my
strength in all my troubles to complete this demanding work.
Second, I wish to express my special gratitude to my advisor Fitsum Abate (PhD), for his
critical and constructive comments. His contribution has improved the quality and then
finalization of the thesis substantially. I would also like to express my sincere thanks to my
friends Haileselasie Negus and Nardos Abera for their technical and material support and
assistance in analyzing the data used in the study and feedback in the write-up.
Third, I would like to express my gratitude to my mother and father for their endless love, financial
and moral support and for their understanding, encouragement and sharing of family
responsibilities in my absence due to this research project.
Moreover, I would like to appreciate Gage University College f o r giving me a valuable
opportunity to carry out this research project because I have the conviction that I gained adequate
academic and social life experiences as a student during my stay at the college.
Last but not least, I would like to offer my sincere thanks to the respondents (in this research
project) who spent their valuable time on issues of this research by dealing with questionnaires,
interviews and focus group discussions.
i
Table of Contents
Declaration ...........................................................................................................................................................
Thesis Approval Form..........................................................................................................................................
Acknowledgements ............................................................................................................................................. i
Lists of Tables .....................................................................................................................................................v
List of figures ..................................................................................................................................................... vi
ACRONYMS .................................................................................................................................................... vii
Abstract ............................................................................................................................................................ viii
CHAPTER ONE ................................................................................................................................................ 1
1. INTRODUCTION ......................................................................................................................................... 1
1.1 Background of the study ........................................................................................................................... 1
1.2 Statement of the Problem ............................................................................................................................. 3
1.3. Research questions ...................................................................................................................................... 5
1.4. Objectives of the study ................................................................................................................................ 5
1.4.1 General objective ...................................................................................................................................... 5
1.4.2 Specific objectives ..................................................................................................................................... 5
1.5. Scope of the study ....................................................................................................................................... 5
1.6. Significance of the study ............................................................................................................................. 6
1.7. Limitation of the study ................................................................................................................................ 6
1.8. Organization of the Study............................................................................................................................ 6
CHAPTER TWO ............................................................................................................................................... 7
2. REVIEW OF RELATED LITERATURE ..................................................................................................... 7
2.1 Theoretical Overview ................................................................................................................................... 7
2.1.1 An Overview of Human Resource Development ...................................................................................... 7
2.1.2 Human Resource Development Practice ................................................................................................... 7
2.1.2.1 Training and Development ..................................................................................................................... 8
2.1.2.2 Team Work .......................................................................................................................................... 10
2.1.2.3 Performance Appraisal ......................................................................................................................... 11
2.1.2.4 Job Rotation ......................................................................................................................................... 12
2.2 Empirical literature review......................................................................................................................... 12
2.3. Human Resource Development in Ethiopian Context .............................................................................. 16
2.4. Conceptual Frame Work ........................................................................................................................... 16
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CHAPTER THREE .......................................................................................................................................... 17
3. RESEARCH DESIGN AND METHODS..................................................................................................... 17
3.1 .Description of the Study Area ................................................................................................................... 17
3.2. The Research Design ................................................................................................................................ 17
3.3. The Sampling Design ................................................................................................................................ 18
3.4. The Data collection tools .......................................................................................................................... 19
3.5. The Data Analysis Method ....................................................................................................................... 19
3.6. The Data Quality Control .......................................................................................................................... 19
3.6.1. Validity .................................................................................................................................................. 19
3.6.2. Reliability ................................................................................................................................................ 20
CHAPTER FOUR ............................................................................................................................................ 21
4. DATA PRESENTATION, ANALYSIS AND INTERPRETATION ........................................................... 21
4.1. Response Rate ........................................................................................................................................... 21
4.2. Background of the Respondents.............................................................................................................. 21
4.2.1. Gender Distribution of Respondents ...................................................................................................... 21
4.2.2. Ages of Respondents .............................................................................................................................. 22
4.2.3. Marital Status of the Respondents.......................................................................................................... 23
4.2.4. Educational levels of the Respondents ................................................................................................... 23
4.2.5. Work Experience of the Respondents .................................................................................................... 24
4.3. Document Analysis ................................................................................................................................... 24
4.4. Descriptive of central tendency Statistics and Standard deviation ............................................................ 25
4.4.1. Trainees Perceptions of the positive or negative impact of the Short term training .............................. 25
4.4.2. Employees' Satisfaction on the trainers Methods and Knowledge about issues of the short term training
.......................................................................................................................................................................... 27
4.5. Qualitative Data Analysis ......................................................................................................................... 30
4.5.1. Analysis of data collected through open-ended items of the questionnaire ........................................... 30
4.5.2. Interview and Focus Group Discussion Analysis .................................................................................. 31
CHAPTER FIVE.............................................................................................................................................. 35
5. CONCLUSIONS AND RECOMMENDATIONS ...................................................................................... 35
5.1. Conclusions ............................................................................................................................................... 35
5.2. Recommendations ..................................................................................................................................... 36
5.3. Potential issues of research ....................................................................................................................... 37
iii
References ............................................................................................................................................................
Appendix 1 ...........................................................................................................................................................
Appendix 2 ...........................................................................................................................................................
iv
Lists of Tables
Table 1 Reliability Test------------------------------------------------------------------------------- 20
Table 2 Gender distribution of Respondent ----------------------------------------------------------21
Table 3 Ages of Respondent----------------------------------------------------------------------------22
Table 4 Respondents perception on the impact of the short term training------------------------26
Table 5 Respondents satisfaction with the trainers methods and knowledges about issues of the
short term training ---------------------------------------------------------------------------------------------28
v
List of figures
Figure 1 Conceptual Frame work---------------------------------------------------------------------16
Figure 2 Map Of Kirkos Subcity----------------------------------------------------------------------- 17
Figure 3 Marital Status of Respondents------------------------------------------------------------- 23
Figure 4 Educational Level of Respondents------------------------------------------------------- 23
Figure 5 Work Experience of Respondent---------------------------------------------------------- 25
vi
ACRONYMS
CSRP- Civil Service Reform Program
FMCB- Federal Ministry of Capacity Building
HR- Human Resource
HRD- Human Resource Development
HRM - Human Resource Management
MoFED –Ministry of Finance and Economic Development
MSE - Micro and Small enterprise
NCBP - National Capacity Building Program
NGO - Non Governmental Organization
SWOT- Strength, Weakness, Opportunities and Threats
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Abstract
This study is entitled “An Assessment of HRD practices: The case of Kirkos sub-city job creation
and development office”. And its objective is to assess HRD practices of Kirkos sub city job
creation and enterprise development office. Three research questions were formulated in line with
the objectives of the study. Data were collected from Kirkos sub-city job creation and enterprise
development office employees by using questionnaire, Interview and Focus group discussion. A
descriptive and explanatory design was used in undertaking the study and by using stratified
probability sampling technique, 90 employees were selected for this study. Data collected were
quantitatively analyzed using frequency, mean and standard deviation statistical tools, and
qualitatively analyzed using narrative descriptions and explanations of themes identified. The
findings of the study indicated that respondents perceived that the HRD practices of the office have
a positive impact on the performance of employees. The respondents also indicated their
dissatisfaction with the methods and knowledge’s of trainers to provide training for employees.
Moreover, respondents who participated in interview and focus group discussion pointed out that
in 2021 the HRD program was faced with many problems and it did not motivate work force to
enhance capacity or increase ability and productivity of employees. In addition to this, the
respondents pointed out the major strengths like the availability of well-arranged HRD plan and
budget used by the office and human resource department of the sub city ; weaknesses like lack of
budget, unavailability of feasibility study before training, unavailability of computer based
instructional material, problem of accepting modern technological changes, lack of skilled trainer,
redundancy of training topics and also opportunities like it increases social interaction among
employees and finally threats of human resource development practices of Kirkos Sub-city Job
Creation and Enterprise Development office like biased selections of trainees, inadequate follow up
from the management. Based on the findings of the study, the researcher recommended that HRD
practices must be arranged and designed according to employees need to enhance their capability
to perform duties and the training topics/issues should not be redundant, they should adapt a
strong human resource development practice to reduce problems and become effective and
efficient in their operational performance.
Key words: Human resource development practice
viii
CHAPTER ONE
1. INTRODUCTION
1.1 Background of the study
Organizations usually have resources meant to realize their goals and objectives. These
resources are basically capital, land, labor (human) and technology. Humans are an organization’s
greatest assets; humans and the potential they possess drive an organization (Dar et al, 2014).
According to Jacobs and Jones (1995), the phrase human resource development implies that it is a
set of systematic and planned activities designed by an organization to provide its members with
the opportunities to learn necessary skills to meet current and future job demands.
Nowadays, organizations operate in a complex and changing environment that greatly enhances
and influences their growth and expansion. To cope up with the changing environment and
technological advancement, organizations need to develop and train their employees. In addition to
this, the survival of any organization depends on the quality of human resources of the company.
Often effective human resource development (HRD) can produce productivity gains that offset the
cost of HRD.
Charles (2006) argues that HRD is of great significance in enhancing the integrated use of training
and career development efforts and in scaling up individual and organizational effectiveness.
HRD also develops key competencies that enable individuals to perform current jobs and that will
allow them to adapt quickly to new challenges and opportunities (Anyim et al. 2011, p 01-11).
Thus, for employees to work for an organization with interest and commitment, it is true
that organizations should place an effective HR management system in practice (Kassa et al.,
2011 p 5-6). According to Werner and Desimone (2006), HRD practices such as training and
development, career development, organizational development and performance appraisal are
vital to every organization.
According to Stephen (2009), the main purpose of HRD is to develop employees’ skills
and competencies in line with organizational objectives and there should be a feasible transfer of
development programs in a work place.
Wachira (2012) identified critical challenges hindering HRD in the African continent like
including paying attention to professional development, allocating sufficient budget, aligning
HRD to strategic priorities and promoting learning culture.
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In Ethiopia, the government recognizes that good sector policies depend on building HR
capacity if a policy is to be implemented successfully as per schedule. In 2001, the country
launched a broad national capacity building program (NCBP) which is an extremely wide ranging
and encouraging program that needs commitment from all public sectors to upgrade employees’
potential (Adebabay and perkins, 2010). The government identified interdependent programs which
led to the creation of a federal ministry of capacity building (FMCB) to coordinate and provide
strategic guidance to the overall programs especially, HRD. However, as an empirical study
conducted by Gebrekidan (2011), the Ethiopian civil service faces inefficiency and poor
service delivery resulting from limited focus on HRD.
The micro and small enterprise development program began in 2004 in Addis Ababa, micro and
small enterprises department was created within the trade and industry development bureau.
The micro and small enterprise development department administers the programme with
support from NGOs, training institutes and micro credit financial institutions. These
organizations provide training disbursement of loans, and technical assistance. The micro and
small enterprise development programme (MSE) uses a loan system to disperse government
support to micro and small enterprises. It also offers business training programs and counseling but
in 2021 the organization changed its name to job creation and enterprise development
office.
The establishment of job creation and enterprise development office in Ethiopia indicates that the
Ethiopian Government is committed to create job opportunities for unemployed citizens and
increase their income by expanding and supporting micro and small enterprise in order to
reduce poverty. In response to these requirements, the organization has prepared an HR strategy to
support and shape the successful delivery of the employment creation.
In Addis Ababa there are 11 sub cities and 120 Woredas. From those Sub cities, this study
centered on Kirkos sub-city Job creation and Enterprise Development Office. The sub-city has
human resource training and development department which is responsible for managing the
sub-city HRD practices and administering its training and development plans. In addition to
this, Kirkos Sub-city Job Creation and Enterprise Development Office has its own annual
HRD plan. Moreover, the office arranges both short term and long term training programs.
However, much of the office HRD practices are focused on short term trainings only in very
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limited and repetitive topics and settings of training.
Therefore, the main focus of this study was on the assessment of human resource development
Practices of Kirkos Sub- city Job Creation and Enterprise Development Office because of the
researcher’s academic curiosity and as the researcher is a government employee working in the sub
city in order to achieve the missions and visions of the sub-city.
1.2 Statement of the Problem
Recruiting, selecting, orienting, and then placing employees in jobs do not ensure success. In most
cases, there may be gaps between employees’ knowledge and skill and what the jobs demand. The
gaps must be filled through HRD programs. Hence, human resource development practice is one of
the major ways through which organizations attempt to maintain the competency levels of their
human resources and increase their adaptability to changing situations of organizational
demands (Scarpello and Ledvika, 1998).
Since every organization is made up of people, acquiring their service, developing their skills,
motivating them to high level of performance, and ensuring that they continue to maintain their
commitment to the organization is essential to achieving organizational objectives(Abdullah,2009, p
12-25) Once the individuals have been in position in the organization, the next important step is to
help them in converting their abilities into skills that contribute to the organization’s
goals.(Kebede and Sambasivam,2013) Nowadays, old skills and knowledge was unproductive,
less efficient, time consuming, irrelevant and out of fashion. To achieve the organizational
goals in the changing environment, a suitable HRD must be in place as a part of the
company’s strategic plan. In addition to this, the HRD function of an organization shall play
both a support and shaping strategic role, if it is to be successful. In most countries, multilateral
institutions acknowledge the need to give systematic attention to the role of HRD in supporting and
shaping organizational growth and development programs (Yuvaraj Sambasivam and Mulugeta
Kebede, 2013, p 186-198).
Thus, employees face the need to constantly upgrade their skills and develop an attitude that permits
them to adopt change. The delivery of efficient and effective HRD practice is required to enhance
the productivity of employees and improve their performance.
However, the major challenge of firms found in developing countries is the irregular nomination of
employees for training and development. While directly hired staff often gets nominated for
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training/development programs, seconded and contract staff does not have the
same opportunity since their period of employment with the company is for a specific
duration. Even among the directly hired staff, some who share the same social affiliation
with their line heads/managers often get nominated for training/development programs while those
who do not may not be nominated for training. This irregular approach to staff training/development
may result in loss of productivity, competitive advantage, corporate benchmarking, and
staff commitment and inefficiency. Human resource, being the most vital factor of production,
a positive, fair, forward looking human resource development programme devoid of all manner of
social affiliations is a prerequisite for organizational efficiency and effectiveness (Solkhe and
Chaudhary, 2011; Agwu and Ogiriki, 2014).
In effective practice of HRD can result in different problems such as reduced employees aspiration to
learn and apply new skills, decrease employees’ productivity, low morale, higher employee
turnover and low performance of organizations (Edgar& Geare, 2005, p 534-569). Problems in HRD
systems appear when the capacity building practices are failed to accommodate the
organizational and employee’s needs. Therefore, in improving organizations and employees’
satisfaction is vital through upgrading the skills, knowledge and attitudinal behavior of
employees in the organizational setting (Edgar & Geare,2005, p 534-569).
According to federal civil service proclamation No. 515/2007, in Ethiopia, HRD is the critical issue
to deliver the required service to the public. Therefore, there is the need of strong advocacy work on
HRD in the civil service. This is because the implementation of government policies and strategies
is highly dependent on competent, qualified and skillful employees. When the capacity of the civil
service to discharge its responsibility is low in HRD, the implementation of government policies and
strategies will fall in a trap. Hence, effective practice of HRD is the cornerstone for institutional
building at all levels of public sector to enhance performance.
Generally, absence of well-established training and development policy, lack of adequate budget,
inadequate needs assessment, inappropriate training and development objectives, trying
outdated training and development methods, lack of close supervision and follow up are some of the
major problems that most organizations in Ethiopia are facing. These problems later on lead to
resistance of employees in taking future assignments, decrease in productivity, increase in
operational error, increase in employee turnover and absenteeism and decrease in employee morale
and confidence. However, the researcher’s own experience shows that there is no research
4
conducted on HRD practices in Kirkos Sub-city Job Creation and Enterprise Development
Office. That is the problem that this research was addressed.
1.3. Research questions

The research questions of the study are:
What were trainees’ perceptions of the positive or negative impact of the short term trainings they
took in the 2021 fiscal year?
To what extent were the trainees satisfied with the trainers’ methods and knowledge about issues
of the short term trainings?
What were the strengths and weaknesses in efforts of making human resource development
practices effective before, during and after the short term trainings in the 2021 fiscal year,
What are the opportunities and threats related to HRD practices in the Kirkos sub-city Job
creation and Enterprise Development Office?
1.4. Objectives of the study
1.4.1 General objective
The general objective of this study was to assess the human resource development practices of
Kirkos sub-city Job creation and Enterprise Development Office
1.4.2 Specific objectives
The specific objectives of the study are to
 Identify trainees’ perceptions of the impact of the short term trainings they took in the 2021
fiscal year.
 Identify the extent to which the trainees were satisfied with the trainers methods and
knowledge about issues of the short term trainings.
 Pinpoint strengths and weaknesses in efforts of making HRD practices effective before,
during and after the short term trainings in the 2021 fiscal year,
 Identify future opportunities and threats related to HRD practices in the Kirkos sub-city Job
creation and Enterprise Development Office.
1.5. Scope of the study
The scope of the research was the 2021 human resources development practices of kirkos sub city job
creation and enterprise development office. The study was delimited to perceptions of trainees
towards HRD practices, knowledge & methods of trainers and SWOT of HRD practices
5
Methodologically, this study was used descriptive research design and data was collected from
the sample respondents through questionnaires, interviews and focus group discussion.
1.6. Significance of the study
This study have a paramount importance for Kirkos sub city job creation and enterprise
development office as well as for human resource department of the sub city.. The study was
also be important for man power works in Kirkos sub city job creation and enterprise
development office. This research was also be used as a base for researchers who are going to
explore the human resource development practices of Kirkos sub city job creation and
enterprise development office and to diversify research to other sub-cities.
1.7. Limitation of the study

The limitations of the study are that it was not be focused on Woreda level departments of the
Kirkos sub- city Job creation and Enterprise Development Office and that it was limited to only sub-
city level practices of HRD of the office due to lack of adequate time and finance. However, the
study was not significantly and negatively affected by these limitations because it was conducted
based on the research questions and objectives mentioned above and future studies can be conducted
on related issues in a broader context of HRD practices of the sub-city.
1.8. Organization of the Study
This research paper has organized in to five chapters. The first chapter presents the introduction part
which comprises background of the study, statement of the problem, objectives of the study,
significance of the study, scope of the study and limitation of the study. The following
chapter encompasses review of literature on different documents about the basic issues of selected
HRD practices. Then, the third part presents the research methodology and the adopted research
techniques for the study and shows the way how the population, the sample size and the way data
were collected and analyzed, and the fourth chapter focuses on the data Presentation and analysis
of the findings Finally, the last chapter deals with conclusions and recommendations
based on the data analysis.
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CHAPTER TWO
2. REVIEW OF RELATED LITERATURE
2.1 Theoretical Overview
2.1.1 An Overview of Human Resource Development
According to (Singh, 2012, p 118) HRD implies that the talents and energies of employees in an
organization as potential contributors in turn this has a critical role for the creation and
realization of the organization’s visions and goals. It is also the process of increasing knowledge
and capacities of the people in a given organization. According to McLean (2001) HRD is
conceptualized as any process or activity either short or over the long term that helps to develop
employees, work based knowledge, expertise, productivity, and satisfaction for personal,
organizational, community and country at large. Based on Singh (2012) in the national context,
HRD is considered as a process by which the people in various groups are helped to get
new knowledge continuously and make them self-reliant.
HRD is continuous process with a set of systematic and planned tasks in which
organizations design to provide its members with opportunity to learn necessary skills to meet
short and long term organizational goals (Harris, 2006, 2008) described HRD as well organized
learning activity to improve organizational performance and personal growth organized by
an organization.
2.1.2 Human Resource Development Practice

The performance of an organization depends on continual development of the knowledge of its
employees through education, their training and increase in levels of motivation. Thus, “it is
generally accepted that human resources capacity building as a concept is closely related to
education, training and human resources development” (Yamoah , 2014). In relation to this,
there is a growing interest regarding the relationship between organizational performance and
strategic human resource management.
In a context, where most companies have equal access to technology, it’s the management
of human resource which plays a more crucial role. Here whereas some try to introduce
an objective and general understanding of human resource, others assume that it’s dependent
on particular and existing practices. In both arguments, “HRM practices that enhance the
7
knowledge skills, ability and motivation of employees would have a greater impact on
performance of the organization is using a strategy that requires highly skilled and
motivated employees” (Sani, 2011)
Various theoretical perspectives originated trying to explain the nature of human resource
development practice. Amongst others, for the resource based view, the ability to use and
utilize resources leads to competitive advantage. Also, internal resources matter most, resources
are unique assets and internal factors matter most than external ones. Here, “the resource based
view has become the basic theoretical foundation on which much of the current strategic
management research regarding knowledge based views of the firms, human capital and
dynamic capabilities are derived” ( Seidu, 2011). For a second alternative called the social
exchange theory, which has an origin in the social sciences, commitments and interactions led
to attitudes and social exchange that’s interpersonal and economic exchange oriented towards
transaction. In motivation theory, internal and external factors that motivate actions, ability
to learn and carry out duties is determined by motivation. When motivations are inherent, we
have intrinsic motivation and when introduced from environment, they are external ones.
For a third major theoretical orientation in human resource called new public
management theory, there is a focus on reforms in the public service, progress, rapid
delivery, adapting to circumstances, embracing competition, focus on consequences, quantity
and accountability from the public service. It also argues for the creation of close relations with
partners, internal development, freedom to units, and focus on results and “reinforcement of
customer-orientation by providing greater customer choice and ensuring better service quality
based on user charges” (Tegene, 2008). Here the nature of human resource development
practice will be discussed in terms of training and development, teamwork, performance
appraisal and job rotation.
2.1.2.1 Training and Development
Training contributes to organizational performance by realizing continuing progress, rise in

productivity, increase in level of satisfaction of employees and utilization of resources. Training
also contributes to employees‟ performance by providing a continuing motivation and
enhancement of basic skills and qualities. Training is an attempt to continually update, raise
8
commitment, upgrade performance, and raise awareness and the beliefs of employees regarding
the goals of an organization. The ability to avoid waste of resources and realize the
performance of a company rests on organizational performance. Here training equips employees
with a practical understanding of everyday tasks and also more practical efficient performance.
Here, “training is really a systematic development of the knowledge, skills and behavior
required by employees to do adequately a confirmed task or job” (Shaheen, 2013). Training is a
conscious attempt to update and enhance the performance of employees to close the gap
between theory and practice and realize effectiveness of employees. Here various theoretical
perspectives tried to explain the nature of training and its function.
For the Attitude theory, training is involved in changing attitudes and impacts on the
psychological set up of a perception which emerges from past influences. This determines
perception of an object and response to a situation. Here, “preferred behavior models should be
emphasized with esteemed rewards” (Mahmood, 2012). Secondly in the Motivation theory the
positive consequences of training and expectances and rewards which will follow the end of
training impact the motivation of an individual. Here individuals are interested in training
provided that training is associated with positive outcomes. Thirdly for the General
System theory a requirement analysis that is detailed and task oriented must rely on the priority
of tasks and processes of learning.
Because of the inadequacy of training given while studying in the university and other trainings
given to employees in the course of their education to cope with the dynamic nature of the free
market world, companies must devote a great deal of their time and resources for continually
updating their employees through training. As such for Malaolu and Ogbubabor, although some
employees might indeed possess required expertise to be utilized on the workplace, others may
need to undergo further training. Thus, “Employee training and manpower development is very
vital to job productivity and organization performance since the formal educational system does
not adequately provide specific job skills for a position in a particular organization”(Malaolu
and Ogbubabor, 2013).
Here whenever trainings are organized, they should take the interests and needs of
employees into consideration. Here “a bad training design is nothing but the loss of time and
money” (Khan, 2011). One important aspect of training has to do with the fact that employees
learn from practical examples rather than theoretical pursuits. Again, the way in which training
9
is conducted is important since employees pay great attention to method of delivery and “If
someone is not delivering the training in an impressive style and he is not capturing the
attention of the audience it is means he is wasting the time” (Ibid). Without any prior
training employees cannot function properly in an organization and once employed the
capacities of employees must be continually updated.
2.1.2.2 Team Work
Currently team work is fining a huge expression as a method of organization, as having close
relation with organizational performance and effectiveness. As such team work is
expressed under different names like “human resource management (HRM) modern socio-
technical theory, Business process re-engineering and lean production” (Delarue, 2008). In
theoretical foundations of team working, socio-technical design theories emphasize careful
and conscious structural patterns leading to pleasurable consequences. In self-leadership theory,
careful observance and monitoring of teams leads to progress; while participative management
theories emphasize how the setting and the groups in which teams operate lead to success in a
team. But what is missing in all theories “is the testing of these theories in practice” (Ibid).
Motivation theory explains the betterment of a company and motivation of workers within a
company in terms of individual rewards and corresponding punishments. Standing for common
goals and agendas guided by the spirit of team work is crucial here. Also, “team work and
motivation is very important for the operation of successful organizations and a greater
understanding of management” (Jiang, 2010)
Regarding the nature of team work, there is a shift from conventional structures with an
organization involving different levels into more progressive cooperative teams that depend
on interpersonal relations, thinking as a unit, dialogue and the goals of a company being clearly
communicated. As such “it is important to establish missions, visions, goals and strategies
because they act as catalyst for the success of teams and are building blocks for the
development and long term survival of an organization” (Taneja, 2012). Here team works are
associated with excellence, a vision of the future, creation of common values and vices of
individuals finding expression in the organization.
10
2.1.2.3 Performance Appraisal
Performance appraisal is a way of quantifying and evaluating the type of activities carried out
by individuals and their contribution to an organization through an objective criteria. Here using
a basis by basis and through an individual evaluation of activities, the quantity and quality of
activities is taken into consideration. The purpose it to realize the goals and visions of an
organization and the outcomes are related to activities done and a benchmark for further
activities. Thus, those organizations that want to stay and progress in the market, must
continually evaluate their activities hand in hand with positive achievements and possible
drawbacks of previously accomplished activities. Thus, “As long as the organizations
are struggling to survive, they should keep the principle of continuous improvement in
the center stage. This principle cannot be achieved unless the context of achieving will be
provided by the performance evaluation process improvement. An effective and suitable
evaluation process in the organization should provide necessary feedback to the employees and
take action for inner motivation of them.”(Ali, 2012).
The international dominance and success of an organization is decided by its conception

of human resource in general and performance appraisal in particular. As such in the world of
globalization where firms compete with one another, human resource greatly impacts the
success of a company. Performance appraisal here deals with both the inner conception as well
as functioning of a company. Here there is a direct relation between the level of performance
appraisal and the growth of a company. Mostly performance appraisal aimed to having “an
effect on employees attitudes, behaviors and eventually organizational performance”
(Darehzereski,2013)
In such a context, performance appraisal could be measured by performance expectations,

level of communications in a company, trust in the supervisor and fairness of performance
appraisal process. Thus, “organizations pay a price for letting low quality performance appraisal
experiences: when employees have low quality performance appraisal experiences the
organization will likely to bring a penalty in forms of lower job satisfaction and higher
intentions to quit” (Ibid).
11
2.1.2.4 Job Rotation
An excellent work environment is one that attracts individuals to a profession, provides intrinsic
motivation and incentives and updates individuals on the basics of a profession. Here the
working environment includes a physical aspect dealing with the office setting, and a behavioral
one dealing with interpersonal ones and individual behavior. As such, the physical environment
consists of elements that relate to the office occupiers ability to physically connect with their
office environment. The behavioral environment consists of components that relate to how well
the office occupiers connect with each other, and the impact the office environment can have on
the behavior of the individual ( Oswald , 2012).
Job rotation could be seen as a varied strategy move workers in different programs and
schedules within an organization. Such movement depends on the goals of an organization and
intended outcomes. Such rotation leads to more knowledge and experience in specific tasks to
be accomplished. Job rotation leads to flexibility in approach, continual learning, and
movement from one task into the other, interpersonal relations, harmonious
coexistence, increased motivation and identification with the goals of an organization. Some
limitations and difficulties to introducing job rotation include “resistance by experienced staff,
educating and training staff for new jobs, fitting the level of the staff with the job and pay
structure , the direct costs of implementation, and exposing untrained staff to hazardous
situations in industrial settings”( Holle , 2005).
2.2 Empirical literature review
A study by Swarajya (2005), entitled with human resource development in selected public
enterprise in India has dedicated the knowledge in and often neglected area human resource
development in public sector enterprises. The researcher has assessed the efficiency of human
resource development processes undertaken in the selected study areas. The study identified the
key problems occurred in the course of implementation of HRD programs and ascertained the
attitudes of employees towards these programs. The study found that no much worthwhile work
was done in the study areas for developing and upgrading the competencies, skills, knowledge,
abilities, experience, welfare, motivation, career development of employees. Sundararajam
(2009) has observed the emerging trends of human resource development practices on the basis
12
of survey of employees working in few cooperative organizations the overall HRD climate as
neither good nor bad. The study identified that the employees shown unfavorable attitude
towards human resource development policies and practices. The researcher said that HRD
climate should be improved in the competitive environment. As the overall conclusion indicated
by the study human resource has not been properly implemented.
The study carried by Ganesh Anjali (2007), concerned with training needs identification in
public sector has identified that evaluation of training activity is very important namely in
resource deployed and inputs provided. So as to make training conducive, goal oriented, need
based, cost effective and duly modified from time to time on the basis of evaluation procedures
require critical need identification. The researcher more indicated that the quality of training
depends on the expertise of trainers, training methodology, training needs analysis, training
evaluation procedures, supportive policies and strategic objectives. Moreover, the study found
out the employees‟ lack of attitude towards training and training endeavors did not yield the best
results. Finally, the research concluded that the employees‟ attitude, trainers‟ competence level,
teaching methodology and top management support in conducting need base training play a vital
role in organizational success.
Study survey conducted by Shefali and Thakr (2007), towards performance appraisal as tool of
human resource development in few organizations. The researchers have found certain
weaknesses and strengths of the system. They suggested that some measures for achieving the
objectives of performance appraisal system. They stated that many of public organizations have
tailored their appraisal systems efficiently manage the performance of human resource
development in the era of intense competition; however, many changes have not been made in
the system. The only changes that have been made by the organizations were the introduction of
self-appraisal system according to the observations taken by the researchers.
Sundararajam (2007) has conducted empirical study on employees‟ attitude towards training
and development in private sector industries. The study came with certain conclusions about
employees mind set towards training and development. The researcher found that training and
development related programs are essential in the study areas. Moreover, the finding indicated
that the employees‟ motivation to attend in the training programs provided by the management
for employees‟ competence development and organizational development play a paramount role
13
in every organization.
Kumar (2007) has carried out a comprehensive research in the changing pattern of human
resource development practices under globalization in one of Indian organizations. The
researcher conducted the study with the objectives of knowing and highlighting the practices of
human resource management adopted by the organization to deal with the competitive situation.
On the basis of data collected and situation observed the study has found the following human
resource management practices in the study area these include training, orientation,
compensation, working environment, performance appraisal and promotion. The HRD practices
adopted are properly matched according to needs of present time. To scale up human resource
development the researcher suggested human resource manager should have term approach and
be proactive rather than reactive and give due emphasis for HR activates.
According to the suggestions given by the researcher, improvement in rules and policies,
competency of HR managers, business knowledge and HR expertise are vital to meet
organizational goals.
Pooja (2008) has also done on empirical study on the dimensions of human resource
development climate enhancing organizational commitment in public organizations to measure
human resource development climate in terms of various dimensions like participation,
succession planning, training, performance appraisal in relation to organizational commitment.
The study found out that the positive perception of employees increases the performance of
organizations.
Saraswathi (2010) has undertaken a comprehensive comparative study on human resource

development climate in few public organizations. The researcher evaluated the human resource
development in terms of performance appraisal, motivation, training, potential appraisal, career
planning, rewards and employees welfare in the study areas. After comprehensive study the
researcher found that the good human resource development climate was prevalent in the
organization, however, the extent of HRD climate prevailing in the organizations seem to be
different.
Kayani (2008) has identified the challenges of human resource development to pace with
globalization based on the following points: performance appraisal, induction in -service
14
education, organizational difference, service stature difference. As the study stated, limited
performance appraisal, unclear human resource development strategies, organizations difference
capability in induction in -service education and learning are major challenges. Major findings
of the study revealed, that experience difference, organizational difference, working in unisex or
co-education, service stature difference have a significant impact on human resource
development climate.
Study has also conducted by Kebede and Sambasivam (2013), with the objective of
investigating the strategic orientation, practices and managers‟ awareness towards the concepts
of HRD in Ethiopia. In doing so, the researchers tried to analyze the data that have been
collected in the study areas. The findings of the study revealed that the managers of organization
as aware of career development as the component of human resource development. The study
also signify that managers were equipped the concept of performance appraisal as one part of
human resource development. The findings also stated that HRD plays a support strategic role
and shaping the overall strategy of the organization. The study made by Antwi, Analoui and
Cusworth (2007), on HRD challenges facing decentralized local governments in Africa
empirical study from Ghana. Decentralization and human development have become important
dimensions on Ghana‟s socio-economic development particularly on its public sector reforms.
Study sought to investigate and identified the HRD challenges facing the local governments in
the context of public sector reform. The study revealed that HRD is the critical issue in
improving good local governance and provision of high quality public services. The researchers
found that the country‟s public sector reforms have significantly influenced the strategic
direction of human resource policies of the decentralized local government service. And the
research highlighted that the main human resource capacity challenges manifest three
dimensions such as policy skill and performance motivation induced. Finally the study
forwarded that addressing HR capacity challenges have enormous financial and strategic
implications in developing and transition economies.
15
2.3. Human Resource Development in Ethiopian Context
As indicated in Federal Civil Service Proclamation No. 515/2007 in Ethiopia under capacity
building HRD needs consorted and integrated efforts which are taken as critical to enhance the
capacity of the civil service to implement government policies and strategies effectively and
efficiently. HRD is the major task for scaling of best practices and to promote activities in the
public service delivery system. To establish government structures with strong implementing
capacity needs continuous HRD for implementation of the Civil Service Reform Program
(CSRP) at all levels of the government structure is important issue (Adebaby & prinks, 2010).
So as to strengthen the reform agenda; awareness creation is one that civil servants develop
attitude towards serving the public. To understand government‟s policies and strategies and
capable to implement government by ensuring efficiency, effectiveness, accountability and
transparency HRD plays a dominant role in the public sector.
The government is giving due attention to HRD. To this end various measures including
legislative frameworks and establishing modern HRD systems will be taken to upgrade the
implementation capability of the civil service on top of the leadership development programs.
Hence, HRD program enables civil servants responsive to public demand to implement
government policies in effective manner (MoFED, 2011). According to MoFED (2012) survey
some of government institutions have shown gains in efficiency and effectiveness. However,
most institutions are at earlier stage and need more interventions due to low level of HRD.
2.4. Conceptual Frame Work
Figure 1:- Conceptual frame work
Training and
development (need
Effective Human
assessment, design,
Human Resource Resource
implementation,
Development Practice Development
evaluation) Career
development,
performance appraise,
job rotation, OD,
Team
Source:- Mc Cracken and Wallace (2000, p, 287)
16
CHAPTER THREE
3. RESEARCH DESIGN AND METHODS
3.1 .Description of the Study Area
This study was undertaken at Kirkos sub-city administration with special focus on Job Creation
and Enterprise Development Office. The sub city is one of 11 sub cities in Addis Ababa
administration that covers 14.62km2 (5.64 Sq mile) of the city with population of 221,234. Out
of these 103,500 are male and the remain 117,734 are female. Then Kirkos sub city is structured
by 10 woredas.
Figure 2 Map of Kirkos Sub- city
3.2. The Research Design

Research design is a frame work or plan for a researcher to answer a research problems that is
used to guide the method and procedures of data collection and analysis (Zikmund, 2009). To
address the objective of research the researcher applied descriptive type of research. The
researcher applied descriptive type of research to asses selected human resources development
practices of Kirkos Sub-city Job Creation and Enterprise Development Office. Lastly, the
study employed both qualitative and quantitative methods. A quantitative method was selected
because it is viewed as an effective method to gather large and comprehensive data at a
specified period of time (Ngwenya,2010) while the qualitative method was selected based on the
assumption that it enables the researcher to generate meanings and phenomena with in the real
17
context of the research participants and to fill in the gap assumed to be created by the
quantitative method (Kothari, 2004)
3.3. The Sampling Design
The research was conducted on Kirkos Sub City Job Creation and Enterprise Development
office on the human resource development practices. The target population of the study w as
a population of employees of the office i.e. those are working in the sector for one year and
above. The sample frame is employees of Kirkos Sub-city Job Creation and Enterprise
Development office i.e. those who are working in the sector for one year and above i.e. 111
employees in number (from a list of human resource department of the sub- city). The sample
size of the population was 90 of which 83 employees and 7 leaders at 95% confidence level
by using Yamane's (1967) formula as follows:
.
Where: n = the sample size, N=the study population (111), e = the level of precision (0.05)
and 1 = designates the probability of the event occurring.
The sample design/plan used for this research was probability sampling techniques. From
existing probability sampling techniques the researcher adopted proportionate stratified
probability sampling techniques to select samples from the population.
The samples was stratified to collect the data from each stratum.
Stratum one: Job creation and industry relations team (18)
Stratum two: Industry development team (15)
Stratum three: Urban agriculture trade service and construction support and monitoring team
(20)
Stratum four:- work place transfer and management team (7)
Stratum five: marketing development experience recruitment and transition team (14)
Stratum six: Community work and impact assessment team (13)
Stratum seven:- Urban safety net and livelihood improvement team (16)
The reason why the researcher utilized stratified sampling is, the population was normally of
groups based on strata and thus samples were randomly selected from each group.
18
3.4. The Data collection tools
While the researcher gathered data that is related to the research, the researcher utilized both
primary and secondary sources of data to get consolidated data so as to reach concrete findings.
The primary sources of data were gathered through questionnaires, interview and focus group
discussion. To supplement the primary data, secondary data sources were collected through
extensive review of published and unpublished documents.
3.5. The Data Analysis Method

For this study, descriptive statistics was applied. The descriptive statistics that was applied in
this research consisted of frequency, mean and standard deviation. The descriptive statistics was
used to describe the basic features of the data in the study, it also provides a simple summary
about the sample and the measures with simple graphics analysis, it forms the basis of virtually
every quantitative analysis of data (Zikmund et al, 2009).
Whereas, qualitative data were obtained through interview and focus group discussions were
analyzed qualitatively. Finally the results were discussed and interpreted to draw important
conclusions, recommendations and implications.
3.6. The Data Quality Control
Data quality control comprised validity and reliability of data collection instruments.
3.6.1. Validity
Validity is the extent to which a measure or scale gives the correct answer. ( Kirk and Miller
,1986). It indicates the degree to which an instrument the validity of research, the researcher took
the following measures.
 Data was collected using standardized questionnaires from the employees of the Kirkos
Sub city Job Creation and Enterprise Development office .
 Questionnaire was checked thoroughly for its validity before it was distributed to
respondents
 The questionnaire was pretested to check the validity of the questionnaire and necessary
modification was be made on the instrument.
19
3.6.2. Reliability
Reliability refers to the measure of the degree to which an instrument yields consistent results or
data after repeated trials and to check this researcher computed Cronbach Coefficient Alpha for
the instrument. Silverman (2005) a reliability score of 0.70 or higher is appropriate.
Table 1:- Reliability test
Cronbach's Alpha Number of items
0.73 14
20
CHAPTER FOUR
4. DATA PRESENTATION, ANALYSIS AND INTERPRETATION
The objective of this chapter is to interpret and analyze the data collected in the research.
The data were obtained from respondents selected from Kirkos Sub-city Job Creation and
Enterprise Development Office Employees were analyzed through descriptive statistics with the
aid of Statistical Package of the Social Sciences (SPSS) software version 20. Before quantitative
data were analyzed, the data were edited, coded and thematically organized.
This chapter includes the analysis of demographics, central tendency and standard deviation.
Basically, the data on the demographic analysis includes gender, age, marital status, educational
level, work experience in the organization, while central tendency and standard deviation were
used to asses variables. Lastly, tables and charts were used in the data analysis to help readers
grasp key issues in an easy and quick fashion.
4.1. Response Rate
The researcher distributed 77 copies of the questionnaires to respondents of Kirkos Sub-city Job
Creation and Enterprise Development Office employees and all respondents returned the
questionnaire filling it out properly on time. In addition to these 6 respondents in focus group
discussion and 7 respondents in the interview participated. So, the number of respondent in this
research was 90. As a result, the overall response rate was 100 percent.
4.2. Background of the Respondents
This section concentrates on describing data collected on the respondents' sex, age, marital
status, educational level, occupational experience of working at Kirkos Sub-city Job Creation
and Enterprise Development Office.
4.2.1. Gender Distribution of Respondents
Table 2. Gender distribution of respondents
Gender Frequency Percent Valid Percent Cumulative Percent
Female 29 37.7 37.7 37.7
Valid Male 48 62.3 62.3 100.0
Total 77 100.0 100.0
Source: Field survey SPSS Result (2022)
21
Table 1 above shows the frequency of male and female respondents who participated in the
research. There were 29(37.7%) female respondents and 48(62.3%) male respondents.
According to the table, the majority of the respondents were male (62.3%) and female
respondents were 37.7%. There was unequal representation of both males and females since the
difference between the two sexes is (almost 25.4%) large. This shows that gender mainstreaming
appears to be taken care of in the office the even though number of females is less than their
male counterparts.
4.2.2. Ages of Respondents
Table .3. Ages of Respondents
Age Frequency Percent Valid Percent Cumulative Percent
Below
3 3.9 3.9 3.9
26
26-35 46 59.7 59.7 63.6
36-45 23 29.9 29.9 93.5
Valid
46-55 3 3.9 3.9 97.4
Above
2 2.6 2.6 100.0
56
Total 77 100.0 100.0
Table 2 shows the age of the research participants: the largest group (59.7%) was in 26-35 age
group. The second largest group (29.9%) was of the age group 36-45. On the other hand 3
(3.9%) of the respondents were below 26, and respondents of the ages 46-55 were 3 (3.9%). and
2 (2.6%) respondents were above 56 age. From this it is possible to infer that the work force
composition of the respondents indicated that the majority of the respondents were young and
thus seem to require a strong HRD program.
22
4.2.3. Marital Status of the Respondents
Figure 3. Marital Status of the Respondents
Source:- Field survey SPSS Result(2022)
Figure 3 indicates respondents' marital status: the majority of the respondents were married and
they account for 40 or (39%) of the total respondents. Whereas, the proportion of unmarried
(single) respondents was 29(37.7%) followed by those who got divorced accounting for 7(9.1%)
out of the total respondents and 1(1.3%) respondent was in the category of widowed.
4.2.4. Educational levels of the Respondents

Figure .4. Educational levels of the respondents
23
Figure 4 shows that 57(74.0%), of the respondents were found to be bachelor degree holders
while 13(16.9%) respondents had Diploma/TVET certificate holders. On the contrary, 7(9.1%)
respondents were master's degree holders. This implies that the office was found to have a
number of educated manpower
4.2.5. Work Experience of the Respondents
Figure 5. Work experience of the respondents

According to Fig 5 the majority, i.e. 40(51.9%) of the respondents had 6-10 years of work
experience, while 23(29.9%) had 11-15 years of work experience, 9(11.7%) had below 6
years’ experience and the minority that accounted for 5(6.5%) indicated that they had above
16 years work experience. This shows that most activities in Kirkos Sub-city Job Creation
and Enterprise Development Office are run by experienced people with 6-10 years of work
experience.
4.3. Document Analysis
To cope with the rapidly changing technologies, that results in new techniques of doing an
activity and to facilitate the achievement of the office objectives, the existing and newly
recruited staffs need to be refreshed, updated and introduced to the standard of quality on
customer handling and providing efficient and effective services. Therefore, in 2021 Kirkos Sub
city Job Creation and Enterprise Development Office organized 9 types of training for
24
employees of the office Which are Business processing re-engineering (BPR), Balanced
scorecard(BSC), Cascading, Automation, Kaizen, Planning, Decision making and Problem
solving, Resource management and Leadership. The trainings were given to the trainees with
different positions for the first two quarters of the year 2021. From the listed training topics
majority of my respondents took 7 types of training topics.
4.4. Descriptive of central tendency Statistics and Standard deviation
According to Burns (2008), the mean statistical score value assumptions are basically rated in the
following ways;
If the mean statistical value is 0 to 1.5, it implies that the respondents strongly disagreed
If the mean statistical value is 1.5 to 2.5, it implies that the respondents disagreed
If the mean statistical value is 2.5 to 3.5, it implies that the respondents had a moderate response.
If the mean statistical value is 3.5 to 4.5, it implies that the respondents agreed
If the mean statistical value is above 4.5, it implies that the respondents strongly agreed.
Therefore, the researcher used the value of likert scale with 1 – 5 where 1 is strongly
disagree (SD), 2 is disagree (D), 3 is neutral (N), 4 is agree (A) and 5 is strongly agree (SA),
i .e. a mean score from 1 - 1.80 represents Strongly Disagree,1.81-2.6 means Disagreed, 2.61 –
3.4 means Neutral, 3.41 – 4.20 means Agreed and 4.21-5 means Strongly Agree.
4.4.1. Trainees Perceptions of the positive or negative impact of the Short

term training
Perceptions of the respondents towards human resource development concepts was measured
based on questionnaire provided to them. The statistical tools such as mean and standard
deviation were used to analyze the results for all issues in the following table.
25
Table 4. Respondents perceptions on the impact of the short term training
Variables N Mean Std.

Deviation
Have you realized any change on your performance after taking
any form of short term training in Kirkos Sub- city Job Creation 77 3.84 1.027
and Enterprise Development Office?
Do you believe that individuals’ training is a critical factor in
77 3.90 1.220
increasing organizational performance?
Do you believe that contents of the training you have taken are
77 2.57 1.117
relevant to your current job?
Average 77 3.43 1.12
Source:- Field Survey (2022)
Table 3 shows the perceptions of respondents towards the positive or negative impact of the
short term training. The mean value of the respondents concerning their perceptions was 3.84
with a standard deviation of 1.027. This indicates that the respondents agreed with a relative
homogeneity in their response. One can, thus, conclude that employees of Kirkos Sub City Job
Creation And Enterprise Development Office realized a change in their performance after taking
short term trainings. The implication of this is that whenever employees take any form of short
term training, it helps them to upgrade their knowledge and skills and that results in the
improvement of their operational performance that can be a good reason for the office to give
more emphasis to short term trainings.
.On the other hand, Table 4 indicates the scored mean value of the second sub constructs i,e,
"employees believe that individual training is a critical factor in increasing organizational
performance" was found to be 3.90, with a standard deviation of 1.220. This indicates that the
respondents agreed on the importance of training as it is a critical factor in increasing
organizational performance. From this it is possible to conclude that training for employees is an
essential factor for improving organizational performance. This has also an implication to Kirkos
Sub city Job Creation and Enterprise Development Office to give more attention to employees'
training since it is the critical factor for improving organizational performance of the office. In
26
this respect, the office is required to be engaging in continues employee training in order to take
advantage of the improved performance of trained individuals.
The above table also signals that the mean value for the third sub construct i.e measuring
respondents "believes on the contents of the training they have taken are relevant for their job
was 2.57 with a standard deviation of 1.117. Which indicates that the respondents disagreed with
a relative homogeneity in their response. The mean value of this sub-construct implies that
Kirkos Sub city Job Creation and Enterprise Development Office was not effective in
incorporating the desired and relevant contents of training for employees as per their needs for
their current jobs. This can gradually affects employees' in executing their functions effectively
and efficiently.
As shown in the Table 4 above, the mean value of the major construct i,e trainees' perceptions
of the positive or negative impact of the short term training was 3.43, which is the average mean
value of each sub construct. The scored mean value shows that the respondents agreed that short
term trainings have a positive impact and the standard deviation was 1.12, which indicates
relative homogeneity of the respondents in their responses. Based on this finding, one can
conclude that short term trainings have a positive impact on employees performance. This could
make short term trainings conducive for both enhancement of the performance of the employees
and achievement of organizational goals.
4.4.2. Employees' Satisfaction on the trainers Methods and Knowledge about

issues of the short term training
The other objective that the researcher wanted to point out was related to the satisfaction of
employees with the trainers’ methods and knowledge about issues of the short term training.
Therefore, it is assessed using responses from questionnaires administered to the sampled
employees,
27
Table 5. Respondents satisfaction with the trainer’s methods and knowledges about
N Mean Std.
Variables Deviation
There are professional trainers in my organization
who can transfer and demonstrate the training 77 2.48 1.334
appropriately
Trainers who deliver the required training are
77 2.47 1.021
competent enough
I am satisfied with the trainers knowledge about
77 2.6 1.170
I believe that trainers employ effective methods of
77 2.52 .982
short term training
I am satisfied by the trainers methods in the short
77 2.6 1.089
term training
Average 77
2.534 1.119
Source: Field Survey (2022)
Table 5 above shows the response of respondents towards the availability of professional trainers
who could transfer and demonstrate the training opportunity. The scored mean value of the
employees was 2.48 with a standard deviation of 1.334. This indicates that the respondents
disagreed with minimum variation in their responses. Therefore, one can conclude that trainers
who could transfer and demonstrate training opportunity in the job creation and enterprise
development office were not professionals and good enough to teach and train employees wisely
Respondents were also asked to point out whether or not trainers who deliver the required
training were competent. Therefore, the scored mean value of the respondents was 2.47 with a
standard deviation of 1.021. This indicates that the respondents disagreed with minimum
variation in their responses. Therefore, one can conclude that trainers who delivered the required
training in Kirkos Sub city Job Creation and Enterprise Development Office was not competent
enough to deliver training for employees.
28
In the same table, respondents were asked to indicate the level of their satisfaction with the
trainers’ knowledge about issues of the short term training. In this regard, the scored mean value
of the respondents was 2.6 with a standard deviations of 1.170. This indicates that the
respondents disagreed in their response. From this it is possible to conclude that employees of
Kirkos Sub city Job Creation and Enterprise Development Office were not satisfied with the
trainers’ knowledge about issues of the short term training. This has also an implication to the
office to give more attention to trainers knowledge. In this respect, the office is required to
upgrade the knowledge of trainers by arranging training for trainer of trainees.
As it is evidenced in Table 5, the scored mean value of the fourth issue i,e "I believe that trainers
employ effective methods of short term training" was 2.52 indicating that respondents disagreed
on the case described and the standard deviation was 0.982. The results of this analysis proved
that respondents of Kirkos Sub city Job Creation and Enterprise Development Office did not
believe trainers employed effective methods of short term training. This implies that there should
be a need for concerned bodies to discourage some trainings unless they meet professional
standards.
The above table also displays employees' satisfaction with trainers' methods in their short term
training. The scored mean value of the respondents was 2.6 with a standard deviation of 1.089
This indicates that the respondents strongly disagreed with the issue in question. This shows
that there were problems in the office to pay due attention to the need for efforts of using
relevant training methods to professionally conduct the training program
As it is shown in Table 5, the mean value of the major issue i.e. "employees' satisfaction with
the trainers methods and knowledge about issues of the short term training" was 2.534, which is
the average mean value of each sub- construct means. The mean value shows that the
respondents were not satisfied with the trainers methods of training and knowledge about issues
of the short term trainings and the standard deviation was 1.119 indicating a relative
homogeneity of the respondents in their response. Based on this finding, one can conclude that
employees of Kirkos Sub city Job Creation and Enterprise Development Office were not
satisfied with the methods in which trainers provided training (skill and knowledge as well as
positive attitudes towards efforts of implementing organizational issues). This could result in the
trainees' low performance in their respective tasks and they might be unable to achieve
organizational goals.
29
4.5. Qualitative Data Analysis
4.5.1. Analysis of data collected through open-ended items of the
questionnaire
In the first open ended question employees were asked to specify the strength and weakness of
human resource development practices of the organization. Most of the respondents responded
that the strength of Kirkos Sub city Job Creation and Enterprise Development office was the
availability of well-arranged plan and budget which could be utilized by the office and human
resource department of the sub city. In addition to this, the availability of trainers in the office,
the management of the office regularly organized staff human resource development programs.
The majority of the respondents stated that the weakness of Kirkos Sub city Job Creation and
Enterprise Development Office human resource development practice was training in the office
was not conducted as planned and it was not systematic as the office wanted it to be; the training
which was arranged by the office was not supported with sufficient budget and trainers had lack
of knowledge and skills. Moreover, the trainers did not use proper instructional method; they
used only lecture methods of training and there was also repetition of training topics; before
training, trainers did not conduct trainees' need assessment as there was no well-arranged trainee
selection criteria. Due to this, most employees got training opportunity repeatedly, feedback
from employees on their human resource development practice was not collected before and
after training, and evaluation was not conducted after the training. The respondents also noted
that all this weakness arose from lack of follow up from management staffs.
On the other hand respondents were also asked to specify opportunities and threats of human
resource development practices of the office, Most of them noted that human resource
development practice creates opportunities for employees namely training creates social
interaction with employees with one another during training and in the work place so as to
increase employees' performance and motivation during training to capture different components
of knowledge and skills. Furthermore, and the availability of regular human resource
development program in Kirkos Sub city Job Creation and Enterprise Development Office is also
considered as an opportunity for employees who have a significant role in the development of
individual and organizational performance. Besides, availability of educated work force, the
majority of work forces in the office are youth, the office facilitated educational opportunities for
30
employees at Gage University College and National College in order to improve their
knowledge, skill and attitude in their workplaces.
Respondents who participated in this study also underlined that the threats of Kirkos Sub city Job
Creation and Enterprise Development Office was that trainee recruitment fairness, i.e. they said
that in 2021 the office faced problems of recruiting trainees due to this some employees got
training opportunity repeatedly in addition to this, the process of human resource development
before, during and after did not have a strict follow up from the staff of the management of the
office. Because of this, human resource development practices arranged by the office did not
achieve, in most cases, its human resource development objectives, and employees might not be
able to apply their knowledge, skills and attitudes acquired during the training; training plans
might not supported with sufficient budget in other words, Kirkos Sub city Job Creation and
Enterprise Development Office had some employees who were not motivated to get their
knowledge, skill and attitude changed; most of the respondents in the study also disclosed that
the implementation of human resource development practice might not be related to the actual
needs of employees, and, thus, there was the trainees' tendency of linking every chance of
training to an opportunity of collecting money in the form of allowance which government
offices in Addis Ababa offer to any trainee on any training occasion.
4.5.2. Interview and Focus Group Discussion Analysis

To gather more information about human resource development practices of Kirkos Sub city Job
Creation and Enterprise Development Office structured interview questions were forwarded to
the respondent and FGD were organized to respondents. Accordingly, the interviewees' and FGD
participants' responses to the questions are depicted briefly as follows.
i. The first question raised was regarding the perceptions of respondents about the short
term trainings they took in 2021.
Accordingly respondents indicated that they had negative perceptions about the short term
trainings they took in 2021; they pointed out that the program was filled with many problems
and it did not motivate the work force to enhance capacity or increase ability and productivity. In
addition to this the training program had no explicitly stated objectives as the respondents
pointed out that many training programs were carried out without any stated objectives. As a
31
result many employees who took training in the year were without any concern about or attention
to the training; they only focused on allowance or financial benefit obtained from the training; in
2021 employees of Kirkos Sub city Job Creation and Enterprise Development Office did not get
adequate training opportunity that could meaningfully develop their knowledge and skills as well
as attitudes to help themselves perform jobs in their workplaces much better than ever before.
ii. The second question was concerned with the satisfaction of trainees with the trainer’s
methods and knowledge about the topics of the training.
Consequently, the respondents expressed their dissatisfaction with the methods trainers used to
deliver meaningful knowledge and skills; the majority of trainers used lecture methods of
training; sometimes the trainers tried to present their Power Point presentation slide through
reading to the trainees. In addition to this, trainings which were arranged by the office did not
include practical trainings, and, thus, each training was full of boredom to trainees and the
trainees had problems of not paying attention to contents of the training. Furthermore, the
majority of trainers had problems of training in giving skills and they had lack of knowledge of
the topics of training which were provided by them; the trainers did not provide adequate
training for the trainees, and thus this could create dissatisfaction of employees with the training
methods and the trainer's knowledge about the training in general.
iii. The third question was concerned with the strength of human resource development
practice of their organization.
Basically, most of the respondents indicated that preparation of trainings in the nearest work
place would be appropriate for them as this saves the trainees' from potential fatigue and stress,
thereby allowing them to focus on training, even if the training was not a problem solver; the
organization of training by itself would be considered as strength. However, there were efforts
made to give training to new staff so that they could be familiar with existing environment of the
organization, and there was an increasing support of the office for the employees to enhance their
educational level in 2021 because from the office 4 employees got a chance of half college fee
scholarship opportunities at Gage University College and National College.
32
" In 2021 based on performance assessment of employees, 4 staff members who had excelled
grade in their performance got half college fee scholarship opportunity at Gage University and
National College, and that opportunity helped us to improve our selves in terms of knowledge
and educational level so as to become more competitive in our workplaces." R1
iv. The fourth question posed was regarding the weakness of human resource
development practice of the organization.
Accordingly, concerning weaknesses, most of the respondents stated that trainings which were
arranged by the office were not problem solvers; the office did not conduct feasibility study
before each training, and occasionally trainers prepared training opportunity for employees
together with clients; unavailability of computer based training and computer based instructional
material to deliver proper training was also reported by most of the respondents. In addition to
this, there was a problem of accepting modern technological changes indicated.
v. The fifth question raised was to explain opportunities of human resource development
practice in Kirkos Sub city Job Creation and Enterprise Development Office.
Most of the respondents responded that human resource development practices created a good
opportunity for employees (especially for new employees) to get awareness of their duties and
responsibilities.
"One of the respondents said that when he joined Kirkos Sub city Job Creation and Enterprise
Development Office, he did not have any idea about his duties and responsibilities but after few
months he got training opportunity on the topics of employees duties and responsibilities. Finally
he got awareness of his duties and responsibilities." R2
In addition to this, most of the respondents disclosed that the HRD practice created mutual
acquaintance among employees. Thus, they said it would help them to share experiences with
one another i.e. especially for new employees, it could help them to gain experiences from
experienced employees.
vi. The Sixth question asked was as to what the threats that the trainees observed in the
practice of human resource development in their organization.
Consequently, a large number of the respondents raised some threats including that most of the
trainings which was organized by the office could not be properly put in to practice by
33
employees; insufficient budget allocation for trainings was a big problem and there was
inadequate follow up of executives in trainings organized by the office.
vii. The final question asked was as to what strategies could be used to overcome the
weakness and threats of human resource development practice of the office.
A considerable number of the respondents raised some strategies that could help to overcome
the weakness and threats of HRD practices of the office, i.e. that it would be better if the office
conducted trainees' needs assessment before training; the office should allocate sufficient budget
for human resource development practice and avoid redundancy of training to trainees so as to
reduce boredom; organize training for trainers to enable them to acquire sufficient knowledge
and methods of training, invite university professors to provide professional training, human
resource development practices which would be organized by the office; especially for new staff
members, it should include both on job and off job trainings, along with a serious follow up from
the management staff before, during and after each training.
34
CHAPTER FIVE
5. CONCLUSIONS AND RECOMMENDATIONS
This chapter deals with conclusions and recommendations. Hence, the major findings in the
study that were analyzed and discussed in chapter four were used as a basis to draw the
conclusions. Finally, possible recommendations were made followed by potential areas of future
research.
5.1. Conclusions
This study is aimed to investigate the human resource development practices of Kirkos Sub-city
Job Creation and Enterprise Development Office. Based on the findings, the following
general conclusions have been drawn:
Employees in Kirkos Sub city Job Creation and Enterprise Development Office perceived that
short term trainings had positive impact on employees’ performance. Accordingly, employees of
Kirkos Sub city Job Creation and Enterprise Development Office realized a change in their
performance after taking short term trainings, and the respondents believed that, the training for
the employees was a critical factor for improving organizational performance. However, the
office was not effective in incorporating the desired and relevant contents of the training for the
employees' current job.
Regarding the satisfaction of employees with the methods and the trainers' knowledge, the
trainees were not satisfied with the methods in which trainers provided training and the trainers
knowledge about issues of the short term training. Thus, because the employees were not
satisfied with the trainers' methods and knowledge about the training their organizational
performance was of poor quality and they were unable to achieve organizational goals.
According to results of the qualitative data analysis, most of the respondents indicated that they
had negative perceptions about the short term trainings they took in 2021; the program was full
of problems and it did not motivate the work force to enhance employees' capacity or increase
ability and productivity of employees. In addition to this, the respondents pointed out the major
strengths, weaknesses, opportunities and threats of human resource development practices of
Kirkos Sub-city Job Creation and Enterprise Development Office as follows.
 Concerning the major strengths of HRD practices: the availability of well-arranged HRD
plan and budget used by the office and human resource department of the sub city; , there
35
were efforts to give training to new staff and there was also increasing support of the
office to enhance educational levels of employees.
 With regard to the major weakness and threats: lack of budget, unavailability of
feasibility study before training, unavailability of computer based instructional material,
problem of accepting modern technological changes, lack of skilled trainer, redundency
of training topics, lack of evaluation of the impact of the training before, during and after
training
 Regarding the threats: biased selections of trainees, inadequate follow up from the
management, trainings may not be supported with sufficient budget, lack of motivation to
change, employees bad attitude which links training with allowance or financial benefits.
 The major opportunities of HRD practices of Kirkos Sub city Job Creation and Enterprise
Development Offices were that it increases social interaction among employees, help
employees to have awareness of their duties and responsibilities, availability of educated
and youth work force
5.2. Recommendations
Based on the conclusion above and the overall finding of this study, the following
recommendations have been made to concerned bodies:
 In order for the Kirkos Sub city Job Creation and Enterprise Development Office to be
effective and efficient in human resource development practices, trainers should incorporate
the desired and relevant content of the training for employees based on TNA- Trainee Needs
Assessment before each training.
 Kirkos Sub city Job Creation and Enterprise Development Office should request sufficient
budget for employees' training and in order to get this budget, it should try to convince those
officials who allocate the budget. After that, it should utilize this budget effectively and
efficiently.
 Even though there is a positive response regarding perceptions of employees on the impact of
short term training, the researcher found out through interview and focus group discussion
points out that short term trainings in the office were filled with many problems. The office
therefore, should adopt a strong human resource development practice to reduce potential
problems.
36
 The HRD needs assessment and selection criteria of the office are among the most serious
issues that the majority of the respondents feel dissatisfied with. Thus, an extensive needs
assessment and an equitable selection criterion should be used in the office.
 Before, during and after training, evaluation should also be conducted in the office in order
to increase the effectiveness of the program in due course and feedbacks from employees on
training should be collected before and after each training.
 The management staff in Kirkos Sub city Job Creation and Enterprise Development Office
should continuously improve and follow up systematically (for example, through research on
best practices in conducting training) its training systems.
 Trainers in the job creation and enterprise development office must be professional,
competent and good enough to train employees wisely and they should employ effective
instructional methods and media of short term training this will create satisfaction on
employees.
 To have effective HRD practices HRD programs should be planned, systematic and
implemented in collaboration with different governmental and non-governmental
organizations which can contribute adequate financial, material and training support.
5.3. Potential issues of research

This study is directly focused on human resource development practices of Kirkos Sub city Job
Creation and Enterprise Development Office. The researcher strongly believes that similar or
related studies should be undertaken other sub cities of job creation and enterprise development
office to have a comparative analysis of HRD practices. Moreover, potential issues of future
research relevant to this study would be trainees' motivation, selection and gradation of contents
of training modules, training policy of job creation and enterprise development offices in Addis
Ababa, an assessment of the impact of on the job training on the knowledge, skill and attitude of
trainees, role of non- governmental organizations in offering trainings to government
employees, time management and facilitation for on the job training, Resource management and
the need to use video conferences for conducting on the job training for government employees.
37
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Appendix 1
Questionnaire in English
GAGE UNIVERSITY COLLAGE
DEPARTMENT OF
BUSINESS ADMINSTRATION
Questionnaire
Introduction and Consent
Dear respondent, my Name is___________. I am currently working for Kirkos Sub city
Woreda 02 Women, Children and Social affairs Office. This questionnaire is prepared to
collect data from employees for the purpose of assessing human resource development
practice the case of Kirkos sub city job creation and enterprise development office. I would
very much appreciate your participation in this survey. This information will help as bench
mark for other similar studies. The questionnaire usually takes between 20-25 minutes to
complete. Whatever information you provide will be kept strictly confidential and will not be
shown to other persons. Participation in this questionnaire / interview/Focus Group discussion
is entirely on a voluntary basis and I would like to emphasis that the responses to the
questions are extremely valuable for the successful completion of this paper. I hope that you
will participate fully in this assessment since your views are important.
Thank you in advance for your cooperation and enhancing research and education!
Instructions:-
1. Writing your name is not necessary.
2. Circle or put tick mark “√” for each question as required or answer the questions in the space
provided.
Part I: Demographic Information
1. Sex: Male Female
2. Age: Below 26 26-35 36-45 46-55 Above 56
3. Marital status: Single Married
4. Education level: Diploma Bachelor Degree Master’s PhD Degree
5. Work experience (in years): Below 6 years 6-10 years 11-15 years
Above 16 years
Part 2: Questions related with the topic
Strongly Disagree Neutral Agree Strongly
Dimension Disagree(1) (2) (3) ( 4) Agree(5)
Section A. Trainees Perceptions of the positive or negative impact of the short term trainings?
1 Have you realized any change on your

performance after taking any form of
short term training in kirkos sub city
job creation and enterprise
development office?
2 Do you believe that individuals
training is the critical factor in
increasing organizational performance?
3 Do you believe that the contents of the
training you have taken are relevant
for your current job?
Section B: To what extent were the trainees satisfied with the trainers Methods & Knowledge about
issues of the Short term training?
1 There are professional trainers in my
organization who can transfer and
demonstrate the training appropriately?
2 Trainers who deliver the required
training are competent enough?
3 I am satisfied with the trainers
Knowledge about issues of the short
term training?
4 I believe that trainers employ effective
methods of short term training
5 I am satisfied by the trainers methods
in the short term training
Open ended Questionnaires
Section c: What were the strengths and weaknesses in efforts of making HRD practices
effective before, during and after the short term trainings in the 2021 fiscal year and what
are the opportunities and threats related to HRD practices in the Kirkos sub-city job
creation and enterprise development office?
1. What do you think about the Strength and Weaknesses of human resource development
practices of the organization before, during and after the short term training?
Strength---------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
Weakness--------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
2. What are the opportunities and threats related to human resource development practices in
your organization?
Opportunities---------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
Threats-----------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
Questions For Focus Group Discussion
1. What is your perceptions about the short term trainings you took in 2021?
2. Do you think that trainees were satisfied with the trainers Methods & knowledge about
the topics of the training?
3. What are the strengths that you observe in the practice of HRD in your organization?
4. What are the weakness that you observe in the practice of HRD in your organization?
5. What are the opportunities that you observe in the practice of HRD in your organization?
6. What are the threats that you observe in the practice of HRD in your organization?
7. What strategies can be used to overcome the weakness and threats of HRD practices of
kirkos sub city job creation and enterprise development office?
Questions For Interview
1. What is your perceptions about the short term trainings you took in 2021?
2. Do you think that trainees were satisfied with the trainers Methods & knowledge about
the topics of the training?
3. What are the strengths that you observe in the practice of HRD in your organization?
4. What are the weakness that you observe in the practice of HRD in your organization?
5. What are the opportunities that you observe in the practice of HRD in your organization?
6. What are the threats that you observe in the practice of HRD in your organization?
7. What strategies can be used to overcome the weakness and threats of HRD practices of
kirkos sub city job creation and enterprise development office?
Appendix 2
Questionnaire in Amharic
ጌጅ ዩኒቨርሲቲ ኮሌጅ
ቢዝነስ አድሚኒስትሬሽን ዲፓርትመንት
መጠይቅ
ስሜ__________.በቂርቆስ ክ/ከተማ ወረዳ 02 ሴቶች ህፃናትና ማህበራዊ ጉዳይ ጽ/ቤት
እየሰራሁ የምገኝ ሲሆን ይህ መጠይቅ የተዘጋጀው በቂርቆስ ክፍለ ከተማ የስራ እድል ፈጠራና
ኢንተርፕራይዝ ልማት ጽ/ቤትን የሠው ሀብት ልማት እንቅስቃሴ ጉዳይን ለመገምገም
ከሰራተኞች መረጃ ለመሰብሰብ ነው። ይህ መረጃ ለሌሎች ተመሳሳይ ጥናቶች እንደ መነሻ
ይጠቅማል። ጥያቄው ብዙውን ጊዜ የሚካሄደው ከ20-25 ደቂቃ ድረስ ነው። የሚሞሉልን
የትኛውም መረጃ ሚስጥራዊነቱ የተጠበቀ ነው በዚህ መጠይቅ ውስጥ የእርስዎ እይታ በጣም
አስፈላጊ ስለሆነ እርስዎ ሙሉ በሙሉ እንደሚሳተፉ ተስፋ አደርጋለሁ።
ስለ ትብብርዎ በቅድሚያ አመሰግናለው!
መመሪያ፡-
1. ስምዎን መጻፍ አስፈላጊ አይደለም.
2. ለእያንዳንዱ ጥያቄ እንደ አስፈላጊነቱ ክብ ወይም ምልክት ያድርጉ “√” ወይም በተሰጠው
ቦታ ላይ ያሉትን ጥያቄዎች ይመልሱ።
ክፍል አ ን ድ፡ የ ግል መረ ጃ 1
1. ፆታ: ወንድ ሴት
2. እድሜ ፡ ከ26 በታች 26-35 36-45 46-55
56 በላይ
3. የጋብቻ ሁኔታ፡ ያላገባ ያገባ የፈታ
4. የትምህርት ደረጃ፡ ዲፕሎማ ዲግሪ ማስተርስ
ዶክትሬት
5. የስራ ልምድ፡ ከ 6 አመት በታች 6-10 አመት 11-15 አመት
16 አመት በላይ
ክፍል ሁለት ፡ ከርእሱ ጋር የተያያዙ ጥያቄዎች
ጥያቄዎች በጣም አልስማ በመካከ እስማ በጣም

ተ/ቁ አልስማማም ማም (2) ለኛ(3) ማለው እስማማለው
(1) ( 4) (5)
ክፍል ሀ. የሰልጣኞች የአጭር ጊዜ ስልጠናዎች አወንታዊ ወይም አሉታዊ ተፅእኖ ግንዛቤዎች ?
1 በቂርቆስ ክፍለ ከተማ የስራ እድል
ፈጠራና ኢንተርፕራይዝ ልማት ጽ/ቤት
የአጭር ጊዜ ስልጠና ወስደህ/ሽ
በአፈፃፀምህ ላይ የታየ ለውጥ አለ?
2 የ ጽህፈት ቤት አፈጻጸምን ለማሳደግ
የሠራተኞች ስልጠና ወሳኝ ነገር ነው
ብለው ያምናሉ?
3 የወሰድከው የስልጠና ይዘት ለአሁኑ
ስራህ ጠቃሚ ነው ብለህ ታምናለህ?
ክፍል ለ፡ ሰልጣኞቹ በአሰልጣኞች ስለ አጭር ጊዜ ስልጠና ርዕሰ ጉዳዮች ባለቸው እውቀት እና የስልጠና
አሰጣጥ ዘዴ ምን ያህል ረክተዋል?
1 በጽ/ቤት ውስጥ ስልጠናውን በአግባቡ
ማስተላለፍ እና ማሳየት የሚችሉ
ፕሮፌሽናል አሰልጣኞች አሉ።
2 ስልጠናዎችን የሚሠጡ አሰልጣኞች
ስልጠናውን ለመስጠት ብቁ ናቸው
3 አሰልጣኞች ስለ አጭር ጊዜ ስልጠና
ጉዳዮች ባላቸው እውቀት ረክተዋል
4 አሰልጣኞች ውጤታማ የአጭር ጊዜ
ስልጠና ዘዴዎችን እንደሚጠቀሙ
አምናለሁ፡፡
5 በአጭር ጊዜ ስልጠና አሰልጣኞች
በሚጠቀሙት የስልጠና ዘዴዎች
ረክቻለሁ
ክፍል ሐ፡- በ2021 በጀት ዓመት የሰው ኃይል ልማት ትግበራ ከአጭር ጊዜ ስልጠናዎች በፊት፣
በስልጠናው ጊዜ እና በኋላ ውጤታማ እንዲሆኑ በተደረገው ጥረት ጠንካራና ደካማ ጎኖች ምን
ምን ነበሩ? እንዲሁም በቂርቆስ ክፍለ ከተማ የስራ እድል ፈጠራና ኢንተርፕራይዝ ልማት
ጽ/ቤት ከሰው ሀበት ልማት ትግበራ ጋር ተያይዞ ያለው እድሎችና ስጋቶች ምን ምን ናቸው?
1.የድርጅቱ የሰው ሃብት ልማት ስራዎች ጥንካሬ እና ድክመቶች ከአጭር ጊዜ ስልጠና በፊት፣
በስልጠና ጊዜ እና በኋላ ምን አስተያየት ይሰጣሉ?
በጥንካሬ--------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------
በድክመት-------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------
2.በድርጅትዎ ውስጥ ካሉ የሰው ሃብት ልማት ተግባራት ጋር የተያያዙ እድሎች እና ስጋቶች
ምን ምን ናቸው?
መልካም እድሎች---------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------
---------------------------------
ስጋቶች---------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------
----------------------------------
የ ትኩረ ት ቡድን ውይይት ጥያቄዎች
1. በ2021ዓ.ም ስለወሰድካቸው የአጭር ጊዜ የሠው ሀይል ማብቃት ስልጠናዎች ያለህ
አመለካከት ምንድን ነው?
2. ሰልጣኞች በስልጠናው ርዕሰ ጉዳዮች ላይ አሰልጣኞች ባላቸው እውቀት እና በሚጠቀሙት
የስልጠና ዘዴ ረክተዋል ብለው ያስባሉ?
3. በ ጽ/ቤት ውስጥ በሰው ሀብት ልማት ትግበራ ውስጥ የሚታዘቧቸው ጠንካራ ጎኖች
ምንድን ናቸው?
4. በጽ/ቤት ውስጥ በሰው ሀብት ልማት ትግበራ ላይ የሚስተዋሉት ድክመቶች ምንድን
ናቸው?
5. በድርጅትዎ ውስጥ በሰው ሀብት ልማት ትግበራ ውስጥ የሚታዘቧቸው መልካም እድሎች
6. በድርጅትዎ ውስጥ በሰው ሀብት ልማት ትግበራ ላይ የሚታዘቧቸው ስጋቶች ምን ምን
ናቸው?
የ ቃለ -መጠይቅ ጥያቄዎች
1. በ2021ዓ.ም ስለወሰድካቸው የአጭር ጊዜ የሠው ሀይል ማብቃት ስልጠናዎች ያለህ
አመለካከት ምንድን ነው?
2. ሰልጣኞች በስልጠናው ርዕሰ ጉዳዮች ላይ አሰልጣኞች ባላቸው እውቀት እና በሚጠቀሙት
የስልጠና ዘዴ ረክተዋል ብለው ያስባሉ?
3. በ ጽ/ቤት ውስጥ በሰው ሀብት ልማት ትግበራ ውስጥ የሚታዘቧቸው ጠንካራ ጎኖች
ምንድን ናቸው?
4. በጽ/ቤት ውስጥ በሰው ሀብት ልማት ትግበራ ላይ የሚስተዋሉት ድክመቶች ምንድን
ናቸው?
5. በጽ/ቤትዎ ውስጥ በሰው ሀብት ልማት ትግበራ ውስጥ የሚታዘቧቸው መልካም እድሎች
6. በጽ/ቤትዎ ውስጥ በሰው ሀብት ልማት ትግበራ ላይ የሚታዘቧቸው ስጋቶች ምን ምን
ናቸው?

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SCHOOL OF GRADUATE STUDIES

DEPARTMENT OF BUSINESS ADMINISTRATION

AN ASSESSMENT OF HUMAN RESOURCE DEVELOPMENT

A THESIS SUBMITTED TO GAGE UNIVERSITY COLLEGE IN PARTIAL

SUBMITTED BY: EPHREM KASSA

ADVISER: FITSUM ABATE (PhD)

Name of the student: Ephrem Kassa Lakew ----------------------- -------------------

Approved by thesis advisor:

Fitsum Abate (PHD)

External Examiner’s name Signature Date

Internal Examiner’s name Signature Date

Chairperson Signature Date

Approved by the department:

Head of the department Signature Date

1.3. Research questions

1.6. Significance of the study

1.7. Limitation of the study

1.8. Organization of the Study

2.1.2 Human Resource Development Practice

2.1.2.1 Training and Development

Training contributes to organizational performance by realizing continuing progress, rise in

2.1.2.2 Team Work

The international dominance and success of an organization is decided by its conception

In such a context, performance appraisal could be measured by performance expectations,

2.2 Empirical literature review

Saraswathi (2010) has undertaken a comprehensive comparative study on human resource

Source:- Mc Cracken and Wallace (2000, p, 287)

Figure 2 Map of Kirkos Sub- city

3.2. The Research Design

3.5. The Data Analysis Method

Source:- Field survey SPSS Result(2022)

4.2.4. Educational levels of the Respondents

Source: Field survey SPSS Result (2022)

Source: Field survey SPSS Result (2022)

4.4.1. Trainees Perceptions of the positive or negative impact of the Short

Variables N Mean Std.

4.4.2. Employees' Satisfaction on the trainers Methods and Knowledge about

4.5.2. Interview and Focus Group Discussion Analysis

5.3. Potential issues of research

Training and Organizational Performance Mediation by Employees‟ Performance,

1 Have you realized any change on your

ጥያቄዎች በጣም አልስማ በመካከ እስማ በጣም

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