Final Manuscript 3

1
Chapter 1
THE PROBLEM AND ITS SCOPE
Background of the Study
Employee retention is one of the most urgent problems the company is facing. For
retail businesses, especially those that demand specific talents, employee retention is a
concern. The provision of employee coaching and training is one approach to resolving
this issue. Knowledgeable workers are more likely to stick with their positions. People
might gain from training to enhance not only their effectiveness at work but also their
drive and enthusiasm for it. In order to keep valuable personnel, it is crucial to
comprehend how coaching and training promote retention in the retail sector.
Cole (2002) argued that training is crucial to boosting an employee’s potential, by
doing this, workers can pick up new professional concepts, refresh their skills, improve
their work attitude, and produce more. Herminia and Anne (2019) stated that the
coaching we’re referring to- the kind that develops a real learning organization- is
ongoing and carried out by those already employed by the company. A high retention rate
indicates that employees are kept on a long-term basis, requiring less time and money to
train new hires and demonstrating the loyalty necessary to maintain (Ben, 2021).
Employees are a company’s most precious asset. Organizations need a solid
personnel base in order to prosper and accomplish their objectives. The management
should think about ways for keeping staff and identify resources for doing so. In Gov.
Alfonso D. Tan College (GADTC), the rise in high turnover has turned into an issue.
2
Understanding the value of coaching as a tool for examining retention and the reasons
behind increased employee turnover is crucial.
Thus, the researchers wanted to know the relationship between training and
development, coaching and employee retention among employees of GADTC. Also, this
study was conducted to decide how to keep valuable people on board and what effect
coaching has on both individual employees and the organization as a whole. Although the
major emphasis would be on the influence of training and development on employee
retention, this study could offer a better knowledge of the relationship between the
effectiveness of human resource practices and employee retention in a firm. Regarding
the effect that employee training has on employee retention, it will give important
information. This study would aid readers in their understanding and act as a manual for
numerous firms with reference to employee retention. This study offered a solution for
keeping people in firms through training and development practices.
Conceptual Framework
This study was anchored to the following insights of varied authors whose focus
relates to the objective of the research study.
According to Malvik (2020), in every training, member of the faculty may
contribute to promoting institutional consistency, which will improve the school’s
reputation and the student experience, training and development can assist in fusing a
constant institutional thread that students will value and expect with the diversity of
instruction. Mondy and Noe (2005) stated that training and development are the official
activities created by company to assist its employees in acquiring the skills and
information to fulfill current or future positions. Rothwell and Sredl (2000) added that
employees feel valuable to the organization when job training is combined with learning
3
interventions that help them acquire the skills, information, and attitudes needed to match
current or future job requirements. As a result, they will stay with the company for many
years to come.
According to Aguilar (2013), coaching is a crucial element of a successful
professional development program because it can develop capacity, skill, knowledge, and
will because it can go where no other professional development has gone before: into an
educator’s thoughts, actions, beliefs, values, and emotions. However, coaching fosters a
connection in which a teacher feels valued and, as a result, is able to access and apply
new information. Patzer (2020) mentioned that coaching is a great way for seasoned
instructors to continue their professional growth. Since decades, people have recognized
the value of teacher coaching, defining it as a crucial element of successful ongoing
professional growth. Browell (2003) stated that there are several elements that determine
whether or not employees stay with a company; just one aspect has a significant impact.
Das and Baruah (2013) came to the conclusion that management needs to pay attention to
elements like organizational justice, flexible work environments, career growth,
compensation and rewards, motivation and satisfaction, job security, training and
development, and leadership.
According to Fazan (2021), a faculty member’s ability to teach and conduct
research must always be improved. This will assist faculty members keep their jobs, as
skilled and effective workers have long been the backbone of every business and can help
create stronger academic institutions. Williams (2019) stated that teachers require
coaching, professional development opportunities, and mentorship relationships. These
tools enable teachers to acquire the abilities required to instruct a broad group of students.
4
Dischiano (2017) mentioned that it is critical to recognize the unique characteristics
teachers are looking for in a workplace and make any necessary adjustments. Collegial
connections are critical to employee happiness in any sector, and in this case, they are
related to school culture and instructional leadership. The key is having the appropriate
staff.
5
Training and Development Employee Retention
Coaching
Figure 1. Schematic Diagram of the Study

6
Statement of the Problem
This study aimed to determine the relationship between training and development,
coaching and employee retention at GADTC.
Specifically, it sought to answer the following questions.
1. What is the level of training and development in GADTC?
2. What is the level of coaching in GADTC?
3. What is the level of employee’s retention in GADTC?
4. Is there a significant relationship between the training and development,
coaching and employee retention?
5. What are the reasons that are influencing your decisions to remain in the
service of your organization?
6. What are the approaches that your organization can employ to keep you in
service longer than excepted?
Hypothesis
Ho: There is no significant relationship between the level of training and level of
retention of employees. Further, it was also shown that there is a significant
relationship between the level of coaching and level of retention of employees.

7
Significance of the Study
The following individuals may use the result of this research in different ways:
The results of this study was beneficial to the following individuals.
Management. The result of this study will give them insight into how to create
worthwhile ideas to improve the institution or organization and make it
simpler and less troublesome. Additionally, it will provide them a better
understanding of how coaching, as part of training and development, helps
in employee retention.
HR personnel. This study assists in determining the employee training and
development requirements must be in line with the overall business
objective. Employees that are always learning will be able to keep their
expertise up to date and offer valuable and original ideas to the company
or organization.
GADTC Employees. This study will serve as an instrument to guide them in the
relationship between training and development and coaching in employee
retention.
Future Researchers. This will serve to them as a guide as basis foundation in the
future research that is related to the study.
Scope and Limitations of the Study
The aim of this study was to ascertain how staff retention in relationship between
training and development, coaching and employee retention at Gov. Alfonso D. Tan
College. Due to their high staff turnover rate, participants were the GADTC employees.
The research was conducted during the first semester of the 2021–2022 academic year.
8
The respondents were interviewed and were given a set of questionnaires related to the
study.
Research Methods
This section presents the research design, research setting, research respondents,
research instrument, instruments validity, data gathering, and data analysis.
Research Design. The researchers used correlational and concurrent research
design. The researchers used this research design to look into the benefits
of coaching, training, and development, as well as their effects on
employee retention. According to Pritha (2002), with a correlational
research design, relationships between variables are examined without any
of the variables being under the researcher’s direct control or
manipulation. Additionally,
strong, or weak, positive, or negative correlation are possible, there may
not always be a correlation (Kendra, 2022).
Research Setting. This study was conducted at Maloro, Tangub City where Gov.
Alfonso D. Tan College is located. This study focused on the relationship
between training and development, coaching and employee retention at
GADTC.
Research Respondents. The respondents of this study were GADTC employees.
To ensure that all GADTC employees have an opportunity to respond to
the questionnaire, a probability sampling technique was used particularly
the stratified sampling. This sampling method was used because every
GADTC employee will have the opportunity to participate in training and
coaching in some capacity. According to Kassiani (2022), Probability

9
sampling is a technique that includes picking a sample or segment of the
population at random.
Table 1
Respondents of the Study

Employee Population Size Sample Size
Faculty 126 79
Staff 104 66
Total 230 145
Research Instrument. The instrument used in gathering data was an adopted
interview guide questionnaire from the study of Omoikhudu (2017)
entitled Impact of Training and development on employee retention in the
retail sector, an examination of the role of coaching in a Leading retailer in
Dublin republic of Ireland. A case study of mark spencer’s store Dublin,
and Al-
Mzary et al. (2015) entitled training and its impact on the performance of
employees at Jordanian universities from the perspective of employees:
the case of Yarmouk University, and Catherine W/M (2016) Effect of
coaching on employee performance in commercial banks: A case of
standard chartered bank Kenya limited. It was used to determine the
impact of training and development on employee retention, as well as the
role of coaching on employee retention. The questionnaire comprises of
questions on training and development, coaching, employee retention, and
also an open-ended question which seeks to find respondents information

10
and opinion about the study and to find out other dependent variables that
may impact and help in the retention of employees.
Instrument’s Validity. The instrument was submitted to the editor, the adviser
and the statistician for correction. The researchers integrated all the
changes before the distribution of the instrument to the respondents.
Cronbach’s alpha was used in order to test the reliability of the
questionnaire. Pilot testing was conducted to 30 individuals to test the
reliability of the instrument. These individuals have the same
characteristics with, but not the respondents of this study. The result was
treated through Cronbach’s Alpha. It measures reliability, or internal
consistency, hence tests to see if Likert scale surveys are reliable. The
closer the coefficient is to 1.0, the greater the internal consistency of the
items in the scale.
Moreover, George and Mallery (2003) provided the following rules of
thumb: α>0.9 – Excellent; α>0.8 – Good; α>0.7 – Acceptable; α>0.6 –
Poor; and α<0.5 – Unacceptable. The results are α=0.94 for level of
training, α=0.96 for level of coaching, and α=0.76 for level of retention.
Thus, the test items for level of retention are considered acceptable to be
administered to the respondents while the items for level of training and
level of coaching are considered excellent to be administered to the
respondents. In pre-interview, the researchers used the respondent
validation technique to have an initial result with the respondents to see if
it is true and able to refine the researchers understanding.

11
Data Gathering Procedure. The researchers asked the permission from the
adviser to gather the data. After it was granted, the researchers distributed
the instruments to the participants. The researchers used an interview
guide to further strengthen the result of the study. Also, the researchers
made a clear direction and understandable questions for the participants.
Then, the gathered data were treated statistically.
Data Analysis. To address the main aim of this study, the researchers used an
adopted modified questionnaire for data collection. The data findings were
quantifiably analyzed and objectively interpreted using weighted mean and
arithmetic mean. According to Marnich (2008), the findings showed that
the balancing model training improved understanding of the weighted
mean. It also proposed knowledge relationships related to the arithmetic
mean based on the body of existing literature. The weighted mean was
used to interpret the responses on the relationship between training and
development, coaching, and employee retention at GADTC. Also,
arithmetic mean was utilized to determine the average score. In scoring
procedures, the researchers employed the following interpretation table for
weighted mean to interpret the data gathered effectively.

12
Numerical Hypothetical Mean

Interpretation Implication
Value Range
4 3.26-4.00 Strongly Agree Very High
3 2.51-3.25 Agree High
2 1.76-2.50 Disagree Low
1 1.00-1.75 Strongly Disagree Very Low
Verbal Interpretation
4 – The respondents strongly agree with the indicators on the level of training and
development which also implies that the respondents are very high to
received thorough/extensive training and development at Gadtc.
3 – The respondents agree with the indicators on the Level of Coaching which
also implies that the respondents are high of coaching scheme provides
direction and guidance in work at Gadtc.
2 – The respondents disagree with the indicators on the level of employee
retention which also implies that the respondents are low in often think of
leaving at Gadtc.
1 - The respondents strongly disagree with the indicators on the Level of
Training and development, Coaching and Retention which implies that the
respondents are very low at Gadtc.
Ethical Considerations
13
Creswell (2005) demonstrated the absolute necessity of ethical conduct in
research, whether it is in the respect of its participants, in the reporting of findings in full
and honest manner, or in other considerations. Ethical research is a requirement for any
research to be worthwhile and productive. As a result, the researchers must be aware of
ethical issues if they are to succeed in their research endeavors.
The approval of GADTC was secured before this research was conducted. Letters
were also be given to the participants asking for their consent to be part of this study. The
confidentiality in the collection of the use data was strictly observed in order to assure the
rights of the participants. This specific procedure aided in ensuring that any human
participants in the study was protected and treated ethically. The researchers revisited the
selected participants to show them the transcription or validate the consent after finalizing
and encoding the responses of the participants.
Trustworthiness of the Research
This study was conducted with utmost reliability. To observe the credibility of the
interpretation, the researchers consulted experts and professionals regarding the data
gathered from the respondents.
Definition of Terms
The terms below are theoretically and operationally defined in this study.
Coaching. It is a process of growth when a knowledgeable individual, known as a
coach, assists a learner or client in accomplishing a particular personal or
professional goal by offering instruction and assistance
(https://irisconnect.com). In this study, this refers to the assessment and

14
guidance of employee to able to perform well with having the knowledge
and understanding.
Development. It is the action or process of growing something, or making
something grow, expand, or advance (https://sid-israel.org). In this study,
this refers to the fast learning of employees to be more confident pursuing
their career development.
Employee Retention. It is the capacity of an organization to reduce the number
of employees who quit their jobs in a certain time period, either freely or
involuntarily, and is measured in terms of employee turnover
(https://www.netsuite.com). In this study, this refers the values of
employee satisfaction on their job. It also defined as the activities and
business functions involved in preparing workers to head off leavers.
Employee Turnover. Employee turnover is the number of employees who leave
the company or who are requested to do so, and who are then replaced by
new hires (https://www.google.com). In this study, this refers to the
thoughts of the employees based on their reasons for leaving willingly.
Training. It is the process of acquiring the knowledge and abilities required for a
specific job or activity (https://www.businessmanage.com). In this study,
this refers to the results of student to enhanced and empowered their skills.
15
Chapter 2
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA
This chapter shows the presentation, analysis, and interpretation of data gathered
by the.
Table 2
Respondent’s Responses towards the Level of Training and Development in GADTC

Indicators Mean Interpretation
1. I receive training based on the work requirements. 3.26 Strongly Agree
2. I receive training based on the regular assessment of 3.39 Strongly Agree
performance.
3. I receive thorough/extensive training and development 3.59 Strongly Agree
program.
4. Effective training and development adopted in this 3.43 Strongly Agree
organization.
5. Training and development has enhanced my skills and 3.40 Strongly Agree
knowledge.
6. The organization supports for training and development. 3.37 Strongly Agree
16
7. Training opportunities being allocated fairly. 3.33 Strongly Agree

8. Training and development offered relevance to my 3.44 Strongly Agree
career.
Grand Mean 3.40 Strongly Agree
The table above shows the respondent’s responses towards the level of training
and development at GADTC. It is shown that all the indicators are strongly agreed by the
respondents. The highest mean of 3.59 indicates that the respondents strongly agree that
they receive thorough/extensive training and development program. The grand mean of
3.40 signifies that the respondents strongly agree with the indicators on the level of
training and development which also implies that the respondents are very high at
GADTC.
A knowledgeable workforce is produced by providing the essential training, and
those personnel are able to step in when necessary, work in teams, or operate
independently without constant guidance from others (Shelley, 2019). Giving staff
members continues, pertinent training helps enhance their performance and productivity
at work (Jennifer, 2022). Sam (2019) added that employee that participate in this kind of
training use the tools at their disposal at work, which enables them to learn while
integrating into their regular working environment.

17
Table 3
Respondent’s Responses towards the Level of Coaching in GADTC

1. Coaching helps me understand my roles and helps me 3.42 Strongly Agree
know what my priorities are.
2. Coaching challenges my thinking and offers new 3.31 Strongly Agree
options.
3. Coaching has helped inspire me to go above and 3.35 Strongly Agree
18
beyond
what is expected of me.
4. Coaching has helped me improve my work. 3.31 Strongly Agree
5. Coaching in this organization has enhanced my skills. 3.32 Strongly Agree
6. Coaching has given me a cleared direction of things. 3.32 Strongly Agree
7. I am more confident in my work after being coached. 3.30 Strongly Agree
8. The coaching scheme of this company has provided me 3.25 Agree
direction and guidance on what to do in my work.
9. I get the right coaching from this company. 3.26 Strongly Agree
10. I get the appropriate coaching from this company. 3.28 Strongly Agree
11. Coaching is an important factor that has helped me 3.30 Strongly Agree
identify strategies to achieve my goals.
12. The feedback channels used at our organization are 3.22 Agree
adequate to provide for my coaching needs.
Grand Mean 3.30 Strongly Agree
The table above shows the responses of respondents on the level of coaching at
GADTC. As depicted, the highest mean 3.42 indicates that the respondents strongly agree
that coaching helps them understand their roles and helps them know what their priorities
are. However, the lowest mean 3.22 indicates that the respondents agree that the feedback
channels used at the organization are adequate to provide for the coaching needs. The
grand mean of 3.30 signifies that the respondents agree with the indicators on the level of
coaching which also implies that the respondents are high of coaching scheme provides
direction and guidance in work at GADTC.
Allaya (2021) stated that coaching is shown to have a powerful, positive impact
oneself-confidence, wellness, and work performance. Lee (2020) added that coaching
leaders are focused on bringing out the best in their teams by guiding them through goals
and obstacles. Nevertheless, coaching is a process scheduled and consistent sessions that
focus on employee’s strengths and areas of performance improvement (Freifed, 2014).

19
Table 4
Respondent’s Responses towards the Level of Retention in GADTC

1. I am planning to work for another company few years 2.50 Disagree
now.
2. I am satisfied with the work I do within this 2.74 Agree
company.
3. If I wanted to do another job or a change in 2.69 Agree
career, I would look for opportunities within
this company.
4. I foresee myself in this company for a long 2.69 Agree
time.
5. I would always choose to work for this 2.64 Agree
company if I were start again.
6. If I get an attractive job somewhere else, 2.68 Agree
7. My job is important to me. 3.19 Agree
8. I often think of leaving. 2.32 Disagree
9. I am Job searching. 2.25 Disagree
Grand Mean 2.65 Agree
The table above shows the responses of respondents on the level of retention in
GADTC. The highest mean 3.19 reveals that the respondents agree that their job is very
important to them. However, the lowest mean 2.25 signifies that the respondent disagree
of they are a job searching. In general, the grand mean of 2.65 signifies that the
respondents agree with the indicators on the level of employee retention which also
implies that the respondents are high in often think of leaving at GADTC.
According to James (2020), it is important to keep in mind that each job is
different. Blake (2022) added that people who enjoy their work are motivated and report
high levels of employee engagement. Nevertheless, it is nearly impossible for an
organization to be successful without hardworking and dedicated employees (Edwards,
2015).
20
Table 5
Significant relationship between the Level of Training and Development Level of

Coaching on Employee Retention
Variables Level of Retention

Pearson r Interpretation p-value Interpretation
Level of Training and 0.04 Very Low 0.64 Not Significant
Development Correlation
Level of Coaching 0.28 Low <.001 Significant
Correlation
Scale: 0.00 - ±0.19=Very Low Correlation, ±0.20 - ±0.39= Low Correlation,
±0.40 - ± 0.59=Moderate Correlation, ±0.60 - ± 0.79=High Correlation
and ±0.80 - ±1.00=Very High Correlation
The result revealed that level of training and level of retention have a p-value of
0.64 which is higher than 0.05. This indicates that there is no significant relationship
between the level of training and level of retention of employees. This implies training
and retention of an employee have no association. However, the result shows a p-
value<0.001 for level of coaching and level of retention which is clearly less than 0.05.
This indicates that there is a significant relationship between the level of coaching and
level of retention of employees. Moreover, the pearson r of 0.28 is described as having
low correlations. Nevertheless, this further posits that the higher the level of coaching to
the employees, the higher their level of retention.

21
Problem 1. What other reasons that are influencing your decisions to remain in the
This chapter presents the data gathered from the employees who answered the
study. The data gathered were analyzed or presented in themes from the respondents
answer to the questions.
The respondents of this studies shared their opinion, experienced, and suggestions
that remain in services.
Theme 1. Professional Development
From the responses of the participants, reasons that are influencing their
decision to remain in the service.
Participant 1 stated that ‘’ GADTC helps me grow my professional aspect”.
Participant 2 stated that ‘’Because GADTC develops my knowledge and boost my

confidence in my work”.
Participants 7, 10, 12, and 17 added that ‘’My learning experience in GADTC
helps me to develop my professional growth’’.
Out of 145 participants during the interview, six (6) of them uttered that the other
reason which influenced them to remain in GADTC is because it enhances their
professional development, expertise, and self-assurance, and their learning experiences
assist them to build high levels of responsibility. Tami (2022) stated that the learning
experience, professional development controls an employee’s readiness for contributing
to a company in new ways, whether the company adopts a new strategy, expands, or
needs change. Professional development is gaining new skills through continuing
education and career training after entering the workforce (Lian, 2022).
22
Theme 2. Employee Benefits and Compensation
In this theme, the participants answered that the benefits and
compensation influenced them to stay in the organization.
Participant 13 stated that ‘’Benefits that employee received is the reason

why I’m still here’’.
Participants 6, 11, 19, 20, 23, and 25 added that ‘’Because of salary and
good compensation is one of my decisions to remain in the
service’’.
Out of 145 participants during the interview, seven (7) of them stated that the high
pay and perks that the employee received. Chase (2022) stated that employees preferred
receiving benefits or perks over a pay increase. Compensation and benefits are important
aspects of an employee’s satisfaction at a workplace, as they directly impact on
employee’s performance and motivation to work (Maggie, 2022).
Theme 3. Relationship with Co-employees
In this theme, it emerged that the participants’ relationship with their co-
employees is one of their reasons why they remained in GADTC.
Participant 15 uttered that “I am happy with my co-workers that is why I

still continue working here”.
Participant 9, 16, 27, and 28 stated added that “Good relationship with
employees and students.
Out of 145 participants during the interview, five (5) of them responded that their
positive relationships between their coworkers and students and how they are regarded
and valued is the reason why they stayed in their organization. The better your work
relationships are, the better and happier employee you will likely become (Jamie, 2019).
It is important to allow employees the opportunity to build quality relationships with their
co-workers (Kate, 2019).

23
Theme 4. Being Valued
In this theme, the participants expressed that they feel valued in their
organization that is why they stayed.
Participants 1 and 4 stated that “Each of employee of this organization feel

appreciated by their boss”.
Participants 24 uttered that “I am valued, recognize and respected”.
Out of 145 participants during the interview, three (3) participants responded that
each employee feels appreciated by their employer in their company and that they are
recognized and valued. According to Manoj (2021), it is inherently human that one needs
to feel significant, respected, cherished, and appreciated. Many businesses talk about
establishing relationships with their customers but the true is, valuing employees and
building a great relationship with them is of the same absolute importance (Robert,
2018).
Problem 2. What are the approaches can you suggest to the organization to keep
you in service longer?
This chapter presents the data gathered from the employees who answered the
study. The data gathered were analyzed or presented in themes from the respondents
answer to the interview questions.
The respondents of this studies shared their opinion, experienced, and suggestions
that remain in services.

24
Theme 1. Provide incentives and increase salary
The statement below describes the suggestion of the participants. They are
suggesting to provide incentives and to increase the salary of the employees.
Participant 14 stated that “Implement the recognition and reward’’.
Participant 15 stated that ‘’Give special incentives for those who stayed
longer in service”.
Participants 12, 1,7 18, and 28 added that “Best or high salary in order for
us to remain in the service”.
Out of 145 participants during the interview, seven (7) stated that in order for the
employees to continue in the service, the organization must implement recognition and
reward programs, and provide unique incentives for those who have stayed longer and/or
earned higher salaries. Kellie (2020) stated that incentives give employees something to
strive for and provide tangible acknowledgement of their great work. Additionally,
workplace incentives are positive ways to show appreciation for exceptional employees,
some programs are difficult to use or simply do not matter to workers (Adryan, 2022).
Theme 2. Provide relevant training
Participants 1, 5, 8, 11, 20, 23, and 25 added that “The management

should conduct more relevant trainings”.
Participants 3, 10, and 19 added that “More seminars that applicable to

shape employees’ knowledge of their jobs, and there will be
opportunities for each staff members or employees.
Out of 145 participants during the interview, ten (10) stated that management has
to undertake more relevant training, hold seminars to shape employee’s knowledge of
their jobs, and provide possibilities for each staff member’s. According to Kira (2021),
for training sessions to be effective, they have to provide valuable insights and
25
meaningful lessons. Additionally, the training function must be viewed as relevant to the
success of the organization (Michelle, 2018).
The Structural Representation of Prevailing Themes on Relationship Between

Training and Development, Coaching and Employee Retention at GADTC.
Relationship between Training and Development, Coaching and Employee

Retention at GADTC.
What other reasons that are What other approaches can you
influencing your decisions to suggest to the organization to
remain in the service of your keep you in service longer?
organization?
Provide Incentives and Increase

salary
Professional Development
Employee Benefits and Provide Relevant Training

Compensation
Relationship w/ Co-workers
Being Valued
26
Figure 2. The structural Representation of the Prevailing Themes on Relationship

Between Training and Development, Coaching and Employee Retention at GADTC.
Chapter 3
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
This chapter represents the summary of findings, the conclusions made, and the
recommendation endorsed.
Summary of Findings
This study was conducted to assess the relationship between training and
development, coaching and employee retention at GADTC. To narrow the knowledge
and gaps in the study, a quantitative, correlation and concurrent research designed was
used. The study included 145 faculty and staff at Gov. Alfonso D. Tan College as
respondents of the study.
The results showed that the level of training received the highest grand mean of
3.40, indicating that the respondents strongly agree with its indicators which also implies
that the level of training in GADTC is very high. The grand mean for level of coaching
was 3.30 indicating that the respondents strongly agree with the indicators which signifies
that the level of coaching at GADTC is very high. For the level of retention, the grand
mean was 2.65 indicating that the respondents agree with the indicators which implies
that the level of retention at GADTC is high.

27
The results further revealed that there is no significant relationship between the
level of training and level of retention of employees. This implies training and retention
of an employee are not related. Further, it was also shown that there is a significant
relationship between the level of coaching and level of retention of employees. Moreover,
the pearson r of 0.28 is described as having low correlations. Nevertheless, this further
posits that the higher the level of coaching to the employees, the higher their level of
retention.
The participants were further asked about their reasons influencing the decisions
of employees to remain in services. Out of one hundred and forty-five (145) participants,
six (6) of them responded that it enhances their professional development, expertise, and
self-assurance, and their learning experiences assist them to help their professional
growth. Another seven (7) of them stated that the high pay and perks that the employee
received, that’s why they stayed in the organization. Also one (1) stated that I currently
require this work in order to meet my family’s demands through income. Also, five (5)
participants also expressed that the positive relationships between coworkers and students
and how they are regarded and valued is their reason for staying while the other three (3)
said that the reason why they stayed was because each employee feels appreciated by
their employer in the company, and that they are recognized and valued.
For the suggestions of the participants to keep them in the organization longer, six
(6) of the participants stated that in order for them to continue in the service, implement
recognition and reward programs, and provide unique incentives for those who have
stayed longer and/or earned higher salaries. Moreover, ten (10) stated that management
28
has to undertake more relevant training, hold seminars to shape employee’s knowledge of
their jobs, and provide possibilities for each staff member’s.
Conclusion
Based on the findings, the given conclusions are drawn.
This study found that training and development is not one of the reasons to retain
employee in the service. Moreover, the relationship between coaching in employee helps
them to remain in the services. However, it was found out that training and development
has no relationship in employee retention. In addition, training and development did not
create strong foundation as a basis for retaining employee. The most common reasons to
stay in the service are professional development, employee benefits and compensation,
relationship with co-employees, and valuing employees. The common suggestion in the
organization to keep in service longer than expected are to provide incentives and to
provide relevant training. The study concluded that despite the fact that employees
receive a lot of trainings, coaching is the single factor that affects their ability to remain
in their positions at GADTC.
Recommendations
Based on the results, findings and conclusions, researchers suggest the following
recommendations:
29
1. The Management should examine what are the needs of the faculty and staff,
provided by coaching for new teacher it can be great way to support them on
their journey.
2. GADTC employees should have trusted relationship with students to improve
school climate by encouraging parent and family involvement in their student’s
education.
3. The HR personnel should identify and select the best coaching method for
faculty and staff suited in their field and engage more coaching with the full
support of school to empower them to take responsibility for their learning and
development.
4. Faculty and staff should value their co-workers in order to prevent searching
for employment at other organizations.
5. Future researchers should conduct further studies on what other factors that
training is not the reason to retain employees.

30
REFERENCES
Adryan, C. (2022). Offer Workplace Incentives That Employees Will Want. Retrieved on
December 24, 2022 from https://www.businessnewsdily.com/9240-
engagingemployee-incentives
Allaya, C. (2021). Benefits of coaching: Purpose, Clarity, and Passion in Daily Life.
Retrieved on November 18, 2022 from https://www.betterup.com/blog/benefits-
Al-Mzary, Maaly M., Al-Rifai, Abedallah D/A., & Al-Momany, Mohammed O/E.
(2015). Training and its impact on the performance of employees at Jordanian
universities from the perspective of employees: the case of Yarmouk university.
Retrieved on March 27, 2022 from https://files.eric.ed.gov/fulltext
/EJ1083504.pdf
Ben, H. (2021). The Importance of Employee Retention- The Key to a Successful

Business. Retrieved on December 24, 2022 from
https://www.spicceworks.com/hr/eng agement-retention/guest-article/the-
importance-of-employee-retention-the-key-toa-successful-business/amp/
Ben, B. (2019). Risk and Reward: How to Provide Development Opportunities For Your
Team. Retrieved on December20, 2022 from https://www.thoughtful
leader.com/development-opportunities
31
Blake, L/C. (2022). The Importance of employee Retention: 5 Factors | Perkbox.

Retrieved on November 22, 2022 from
https://www.perkbox.com/uk/resources/blog/im portance-of-employee-retention
Edwards, A. (2015). 5 Reasons to Retain Employees. Retrieved on November 22, 2021

from https://www.linked.com/pulse/5-reasons-retain-employees-allyson-edwards
Elena, A. (2013). How Coaching can Impact Teachers, Principals, and Students.
Retrieved on February 23, 2022 from https://www.edutopia.org/coaching-impact-
teachersprincipals-students-elena-aguilar
Callie, M. (2020). Acknowledging the importance of faculty training and development.

Retrieved on February 23, 2022 from
https://collegiseducation.com/news/programs -and-course-content/importance-of-
faculty-training-and-development/
Catherine, W/M (2016). Effect of coaching on employee performance in commercial

banks:
a case of standard chartered bank Kenya limited. Retrieved on March 27, 2022
from http://erepo.usiu.ac.ke/bitstream/handle
Chandra, W. (2019). Top 3 reasons for teacher turnover (other than salary). Retrieved on
February 23, 2022 from https://www.studentsolutions.com/top-3-reasons-
forteacher-other-than-salary
Chase, C. (2022). Which Benefits Attract and Retain Good Employees?. Retrieved on
December 5, 2022 from https://www.peoplekeep.com/which-bebefits-have-
thebest-effect-on-employee-retention-and-recruiting
Debra, T. (2011). The Effect of Training and Development on Employee Attitude as it

release to training And work proficiency-Debra L. Truitt, 2011. Retrieved on
November 1, 2021 from https://journals.sagepub.com/doi
32
Freifed, L. (2014). How Coaching Helps Employee Retention. Retrieved on November

18, 2022 from https://trainingmag.com/how-coaching-helps-employee-retention
Harrison, S. (2012). Factors influencing employee retention among the non-teaching

staff at the university of Nairobi, Kenya. Retrieved on March 27, 2022 from
https://profiles.uonbi.ac.ke/hakala/files/factors_influencing_employee_retention_a
mong_non-teaching.pdf
Herminia, I. & Anne, S. (2019). The Leader Coach. Retrieved on December 24, 2022
from https:///hbr.org/2019/11/the-leader-as-coach
James, H. (2020). The 10 Benefits of Having a Job-Jobscan. Retrieved on January 10,

2023 from https://www.jobscan.com/benefits-having-job/
Jamie, B. (2019). How to Build Good Relationships at Work and Why They’re Important.
Retrieved on December 5, 2022 from
https://www.indeed.com/careeradvice/career-development/building-relationship
Jennifer, H. (2022). The Importance of Training & Development in the Workplace.

Retrieved on December 2, 2022 from
https://www.indeed.com/careeradvice/career-development/importance-of-training
Jocelyn, S. (2020). Employee Development Opportunities that Work. Retrieved on

December 20, 2022 from https://www.quantomworkplace.com/future-of
work/employee-development-opportunities
Kate, M. (2019). Importance of Relationships in the Workplace. Retrieved on January 10,

2023 from https://smallbusiness.chron.com/importance-relationships-workplace
Katie, M. (2018). What are the Consequences of a Lack of Training? Retrieved on

November 1, 2021 from https://www.highspeedtraining.co.uk/hub/lack-oftraining-
in-the-workplace/
Kessiani, N. (2022). What is probability sampling?/Types & example. Retrieved on June

14, 2022 from https://www.scribbr.com/methodology/probability-sampling
33
Kellie, W. (2020). 10 Employee Incentive Programs to Engage Your Team. Retrieved on

December 24, 2022 from https://www.achievers.com/blog/employee-
incentiveprograms/
Kendra, C. (2022). What Is a Correlational Study? Retrieved on December 24, 2022 from
https://www.verywellmind.com/correlational-research
Khan, Fazal Q., Buhari, Seyed M., Tsaramirsis, G., & Rasheed, S. (2021). A study of
faculty retention factors in educational institute in context with ABET. Retrieved
on February 23, 2022 from https://www.fronti ersin.org/articles/10.3389/fe
duc.2021.678018/full
Kira, M. (2021). How to conduct an effective training session. Retrieved on December

24, 2022 from https://mybites.io/how-to-conduct--an-effective-training-session/
Lainie, P. (2019.) The Effects of Lack of Employee Training. Retrieved on November 3,

2021 from https://smallbusiness.chron.com/effects-lack-employee-training
Lee, S. (2020). What is Coaching Leadership | Torch. Retrieved on November 18, 2022
from https://torch.io/blog/what-is-coaching-leadership/
Manoj, G. (2021). Valuing Employees in the Workplace. Retrieved on December 24,

2022 from https://www.linkedin.com/pulse/valuing-employees-workplace-
manojguntupalli
Maggie, W. (2022).Compensation and Benefits Packages: Your Guide to Pay and Perks.
Retrieved on January 10, 2023 from https://www.betterup.com/Compensation-
and-benefits
Mark, M. (2008). A Knowledge Structure for the Arithmetic Mean: Relationships

Between Statistical Conceptualizations and Mathematical Concepts. Retrieved on
September 22, 2022 fromhttp://d-scholarship.pitt.edu/9109/1/MarnichM
_etdPitt2008.pdf
34
Michelle, E. (2018). The Role of Relevancy in L&D. Retrieved on December 24, 2022
from https://trainingindustry.com/magazine/jul-aug-2018/the-role-of-relevancy-in-
Id/
Rico, P. (2020). Coaching for Teachers: what school leaders need to consider. Retrieved
on February 23, 2022 from https://irisconnect.com/uk/coaching-for-teachers
Robert, K. (2018). Real Time Customer Experience Journey Mapping software. Retrieved
on December 24, 2022 from https://www.mepovate.com/-reasons-why-
valuingemployees-is-as-important-as-valuing-your-clients/
Sam, C. (2019). 5 Steps To Build An Effective On-The-Job Training Program. Retrieved

on December 20, 2022 from https://wheniwork.com/on-the-job-training
Sean, P. (2022). Performance-Based Pay Won’t Motivate Employees as Much as You

Think. Retrieved on December 5, 2022 from https://www.businessnewsdaily.com/
performance-based-pay
Shelley, F. (2019). The Importance of Training Employees: 11 Benefits | Indeed. Com.

Retrieved on December 2, 2022 from https://smallbusiness.chron.com/importanc
etraining-development-workplace
Tami, M. (2022). How to Encourage Employees to Pursue Professional Development.

Retrieved on December 5, 2022 from https://www.businessnewsdaily.com/enc
ourage-profesaional-development
Tina, A. (2019). The Negative Effects of a Lack of Training in the Workplace. Retrieved
on November 3, 2021 from https://smallbusiness.chron.com/negative-efects-
lacktraining-workplace
What is manager? Retrieved on December 11, 2021 from https://www.myaccou

ntingcourse.com/accounting-dictionary/manager
What is employee? Retrieved on December 11,2021 from https://www.your

dictionary.com/employee
35
What is training? Retrieved on December 11, 2021 from https://www.businessmanage

mentideas.com/human-resource-management-2/training-in-hrm/20347
What is development? Retrieved on December 11, 2021 from https://sid-

israel.org/en/what-is-development/
What is retention? Retrieved on December 11, 2021 from https://www.netsuite.com

/portal/resource/articles/human-resources/employee-retention.shtml
What is coaching? Retrieved on January 9, 2022 from

https://www.netsuite.com/portal/resource/articles/human-resources/
employeeretention.shtml
What is employee turnover? Retrieved on January 9, 2022 from

https://www.google.com/amp/s/www.questionpro.com/blog/employee-turnover/
Zach, D. (2017). Four Key Factors Impacting Teacher Retention Retrieved on July 18,
2022 from https://www.tasb.org/services/hr-services/hrx/recruiting-and-hiring/4-
keyfactors-impacting-teacher-retention.aspx
36
APPENDICES
37
Appendix A
Letter of Permission
38
Appendix B
Letter to the Respondents

39
Appendix C
Editor’s Certificate
Appendix D
40
Statistician’s Certification
41
Appendix E
Certification of Similarity Checking

42
Appendix F
Transcript of Responses
Respondent: Participant 1
Location: Gov. Alfonso D. Tan College
Line Utterances Analysis

Numbers
Researcher 1: Good morning, ma’am, we are the business
student taking the major in human resource management we
are here to conduct an interview with our research entitled
“Relationship between training and development, coaching
and employee retention at GADTC” with your consent
ma’am.
Participant 1: Yes
Researcher1:Can you describe the other reasons that are
influencing your decisions to remain in the service of your
organization?
Participant 1: it, helps me grow my professional aspect.
Researchers: What other approaches can you suggest to the
organization to keep you in service longer?
Participant 1: More engaging activities for faculty and staff.
Location: GADTC
Line Utterances Analyses

Number
Researchers: Good morning, ma’am, we are the Business
student major in human resource management we are here to
conduct an interview with our research entitled “Relationship
between training and development, coaching and employee
retention at GADTC” with your consent ma’am.
Participant 2: Yes.
Researchers: Can you describe the other reasons that are
organization?
Participant 2: Because it develops my knowledge and boost
my confidence in my work.
43
Participant 2: Promotion and opportunities for development

and personal growth.
Location: GADTC

Number
Researchers: Good morning, ma’am, we are the Business student
taking the major in Human Resource Management we our here to
conduct interview with our research entitled “Relationship between
training and development, coaching and employee retention at
GADTC” with your consent ma’am.
Participant 3: Yes.
Researchers: Can you describe the other reasons that are influencing
your decisions to remain in the service of your organization.
Participant 3: Each employee of this organization feels appreciated by
their boss.
Participant 3: Salary and training
Location: GADTC

Number
Researchers: Good morning, ma’am, we are the business student
taking the major in Human resource management we are here to
conduct an interview with our research entitled “Relationship
Participant 4: Yes.
Researchers: Can you describe the reasons that are influencing
your decisions to remain in the service of your organization.
Participant 4; I am respected
Researchers: what other approaches can you suggest to the
Participant 4: Revisit Cultures and jeopardizing employee welfare
over organizational development as it is the big factor in
achieving strong workforce competence.
44
Location: GADTC

Number
Researchers: Good morning, ma’am, we are the business student
taking the major in Human resource management we are here to
conduct an interview with our research entitled “ Relationship
Participant 5: Yes.
organization?
Participant 5: It gives me more knowledge in dealing with
different people with different personality and it motivates me to
pursue my career.
Participant 5: More training for teachers and competent to be in
teaching and other related task.
Location: GADTC

Number
Researchers: Good morning, sir, we are the business student
taking the major in Human resource management we are here
to conduct an interview with our research entitled
“Relationship between training and development, coaching and
employee retention at GADTC” with your consent sir.
Participant 6: Yes.
organization?
Participant 6: Salary and friendship
Participant 6: Good management and leadership
45
Location: GADTC

Number
Researchers: Good morning, sir, we are the business
student taking the major in Human resource management
we are here to conduct an interview with our research
entitled “Relationship between training and development,
coaching and employee retention at GADTC” with your
consent sir.
Participant 7: Yes.
organization?
Participant 7: Teaching has a big place in my heart even
the work is very challenging, but this motivates me to
continue professional aspect.
Researchers: what other approaches can you suggest to the
Participant 7: The institution should see and used to assist
what are the other needs of its constitution.
Location: GADTC
Number
Researchers: Good morning, ma’am, we are the business
students taking the major in Human resource management
we are here to conduct an interview with our research
entitled “Relationship between training and development,
coaching and employee retention at GADTC” with your
consent ma’am.
Participant 8: Yes.
organization?
Participant 8: My family and my age is almost to retired
Participant 8: Create more training and seminars that will
mold the knowledge of the employees about their job.
46
Location: GADTC

Number
Researchers: Good morning, sir, we are the
business student taking the major in Human
resource management we are here to conduct an
interview with our research entitled “Relationship
between training and development, coaching and
employee retention at GADTC” with your consent
sir.
Participant 9: Yes.
Researchers: Can you describe the other reasons
that are influencing your decisions to remain in the
Participant 9: Good relationship with my co-
workers.
Researchers: What other approaches can you
suggest to the organization to keep you in service?
Participant 9: The regularization of the employees.
Location: GADTC

Number
Researchers: Good morning, ma’am, we are the
business student taking the major in Human
resource management we are here to conduct an
interview with our research entitled “Relationship
between training and development, coaching and
employee retention at GADTC” with your consent
ma’am.
Participant 10: Yes.
that are influencing your decisions to remain in the
Participant 10: Helps my responsibility of work
Participant 10: Provide more seminars and
workshop to faculty members every semester,
specially to the new employees.
47
Respondents: Participant 11
Location: GADTC

Number
business student taking the major in Human resource
management we are here to conduct an interview with
our research entitled “Relationship between training
and development, coaching and employee retention at
Participant 11: Yes
Researchers: Can you describe the other reasons that
are influencing your decisions to remain in the service
of your organization?
Participant 11: Quality of work and salary.
Researchers: What other approaches can you suggest
to the organization to keep you in service longer?
Participant 11: Conduct more training.
Location: GADTC

Number
student taking the major in Human resource
GADTC” with your consent sir.
that are influencing your decisions to remain in
the service of your organization?
Participant 12: Because of my co-workers and
students.
Participant 12: Best salary.
48
Location: GADTC

Number
are influencing your decisions to remain in the
service of you organization?
Participant 13: Benefits that employee received.
Participant 13: No delay of salary.
Location: GADTC

Number
business students taking the major in Human resource
Participant 14: Yes
service of your organization.
Participant 14: This company works with heart and
have compassion with co-employees.
Implement the recognition and reward.
49
Location: GADTC

Number
student taking the major in Human resource
Participant 15: I am happy with my co-workers
that is why I still continuing working here.
suggest to the organization to keep you in service
longer?
Participant 15: Give special incentives for those
who are stayed longer.
Location: GADTC

Number
Researchers: Good morning, ma’am, we re the
Participant 16: Approachable co-workers
Participant 16: Learn to prioritize and set reasonable
goals
50
Location: GADTC

Number
Researchers: Good morning, ma’am we are the
management we are here to conduct an interview
with our research entitled “Relationship between
training and development, coaching and employee
Participant 17: Helps me to boost my personal
growth.
longer?
Participant 17: Aside from other benefits, I they
should give us high salary in order us to remain in
the service.
Location: GADTC

Number
business student taking the major in human resource
Participant 18: Because of very wonderful
environment.
longer?
51
Participant 18: Strategy way of making the salary

process on time.
Location: GADTC

Number
student taking the major in human resource
management we are here to conduct with our research
entitled “Relationship between training and
development, coaching and employee retention at
GADT” with your consent ma’am.
Participant 19:
longer than expected?
Participant 19: Team building and more taining
Respondents: Participant 20
Location: GADTC

Numbers
Participant 20: Yes
Participant 20: Benefits that employee received and
good salary.
Participant 20: more workshop
52
Location: GADTC

Number
GADTC.
Participant 21: I need this job as I need income to
support the needs of my family.
Participant 21: More seminars to shape employee’s
knowledge.
Location: GADTC

Number
Participant 22: My co-workers are definitely me
the reason for my retention in company.
longer?
53
Participant 22: Motivate employees.
Location: GADTC

Number
Participant 23: Good compensation
longer?
Participant 23: I strongly suggest that employees
with designation should be sent to external
trainings related to the job.
Location: GADTC

Numbers
with our researcher entitled “Relationship between
retention at GADTC” with your consent sir.
Participant 24: I am valued, recognized, and
respected
Participant 24: Opportunities for each staff members.
54
Location: GADTC
Number
Participant 25: Special incentives for each employee.
Participant 25: More activities
Location: GADTC

Number
management we are here to con duct an interview
Participant 26: Yes
Participant 26: My experience in learning helps
me to develops high levels of responsibility.
longer?
Participant 26: More relevant trainings
55
Location: GADTC

Number
GAD”C" with your consent ma’am.
are influencing your decisions to remain in the service
of your organization?
Participant 27:Respectful co-workers and students
Participant 27: Unique incentives for employees
stayed longer.
Location: GADTC

Number
Participant 28: Relationship with peer influence
me most to stay.
Researchers: what other approaches can you
longer?
56
Participant 28: Increase salary.
Appendix G
Questionnaire
Gov. Alfonso D. Tan College

Maloro, Tangub City
RELATIONSHIP BETWEEN TRAINING AND DEVELOPMENT, COACHING

AND EMPLOYEE RETENTION AT GADTC
Name: ___________________________________ (Optional) Date:
Dear respondents,
The researchers are Human Resource Management students at Gov. Alfonso D. Tan
College. The purpose of this questionnaire is to gather information on the topic
“RELATIONSHIP BETWEEN TRAINING AND DEVELOPMENT, COACHING AND
EMPLOYEE RETENTION AT GADTC”
Your thoughts on the subject would be greatly appreciated. You can be confident that all
responses you provide will be kept confidential and anonymous. I appreciate your
cooperation. Thank you very much.
Please check the appropriate box or write in the provided space.

57
A. Consent Form
Directions: Please tick yes or no in the box
1. I agree to take part in the study having read and understood what the study is about.
 Yes
 No
2. The researcher is given the permission to document, record and publish results
from questionnaire if need be.
 Yes
 No
3. I gave my consent to futures students to use the published outcome of the study.
 Yes
 No
4. I know that anonymity be ensured and identity veiled

 Yes
 No
B.1. Level of Training
A. Please rate how much you agree with the following statements:
(4) Strongly Agree;

(3) Agree;
(2) Disagree;
(1) strongly disagree;
Indicators 4 3 2 1
1. I receive trainings based on the work requirements.
2. I receive trainings based on the regular assessment of
performance
3. I receive thorough/extensive training and development
program
4. Effective training and development adopted in this
organization.
5. Training and development has enhanced my skills and
58
knowledge
6. The organization supports for training and development
7. Training opportunities being allocated fairly

8. Training and development offered relevant to my career
B.2. Level of Coaching
A. Please rate how much you agree with the following statement:
(4) Strongly Agree;

(3) Agree;
(2) Disagree;
Indicators 4 3 2 1
1. Coaching helps me understand my roles and helps me
know what my priorities are
2. Coaching challenges my thinking and offers new
options.
3. Coaching has helped inspire me to go above and
beyond what is expected of me.
4. Coaching has helped me improve my work
5. Coaching in this organization has enhanced my skills
6. Coaching has given me a clearer direction of things
7. I am more confident in my work after being coached
8. The coaching scheme of this company has provided me
59
direction and guidance on what to do in my work

9. I get the right coaching from this company
10. I get the appropriate coaching from this company
11. Coaching has an important factor that has helped me
identify strategies to achieve my goals
12. The feedback channels used at our organization are
adequate to provide for my coaching needs
B.3. Level of Retention
A. Please rate how much you agree with the following statement:
(4) Strongly Agree;

(3) Agree;
(2) Disagree;
Indicators 4 3 2 1
1. I am planning to work for another company few years
from now.
2. I am satisfied with the work I do within this company
3. If I wanted to do another job or a change in career, I
would first look for opportunity within this company
4. I foresee myself in this company for a long time
5. I would always choose to work for this company if I
were to start again
6. If I get an attractive job somewhere else, I would take
the job.
60
7. My job is very important to me

8. I often think of leaving
9. I am job searching
B.4 Interview Guide Questions
1. Apart from the above mentioned factors, briefly describe the other reasons that
are influencing your decisions to remain in the services of your organization?
2. What other approaches can you suggest to the organization to keep you in service
longer?
Source: Omoikhudu (2017) entitled Omoikhudu (2017) entitled “Impact of Training and
development on employee retention in the retail sector, an examination of the role
of coaching in a Leading retailer in Dublin republic of Ireland. A case study of
mark spencer’s store Dublin.” Retrieved on December 11, 2021 from
http://normal.ncirl.ie/2830
Appendix H
Interview Guide
Gov. Alfonso D. Tan College

Maloro, Tangub City
RELATIONSHIP BETWEEN TRAINING AND DEVELOPMENT,

COACHING, AND EMPLOYEE RETENTION AT GADTC
I. Greeting
II. The researchers will introduce themselves
III. Discuss the purpose
IV. Discuss structure of the interview (Face to face interview)
V. Key Questions:
61
1. Apart from the training, coaching, and retention
2. What other approaches can you suggest to the organization to keep you in
service longer?
VI. Probing Questions:
1. How long have you been in this organization?
2. what do you like about GADTC that influence you to stay?
3. What are the reasons that influence your discussions to remain in service in
GADTC?
VII. Ending Remarks:
1. Ask if he/she would like to see a copy of the result.
2. Express gratitude and be thankful for the participants.
CURRICULUM VITAE
Name : Rejell R. Seclot

Nickname: : “Recel”
Age : 22 years old
Date of Birth : April 26, 2000
Place of Birth : Simasay, Tangub City
Address : P-3, Simasay, Tangub City
Sex : Female
Civil Status : Single
Religion : Roman Catholic
Nationality : Filipino
Father’s Name : Gregorio U. Seclot
Mother’s Name : Jocelyn R. Seclot
62
Educational Background
Tertiary : Bachelor of Science in Business Administration

Major in Human Resource Management
2019-2023
Junior High : Simasay, National High School
Simasay, Tangub City
2013-2019
Primary : Simasay, Elementary School
Simasay, Tangub City
2006-2012
Organizational Affiliation
2019-2022: Member
Junior Executive of Human Resource Organization
Maloro, Tangub City
2022-2023: Member
Human Resource Student’s Association of the Philippines
Name : Rogrlio S. Eliaso Jr.
Nickname : “Jun-jun”
Age : 22 years old
Date of Birth : March 19, 2000
Place of Birth : Migpange Bonifacio
Misamis Occidental
Address : P-2, Migpange Bonifacio
Sex : Male
Civil Status : Single
Religion : Penticostal
Nationality : Filipino
Father’s Name : Rogelio C. Eliaso
63
Mother’s Name: Anecita S. Eliaso

Educational Background
Tertiary : Bachelor of Science in Business Administration

Major in Human Resource Management
2019-2023
Senior High : Gov. Alfonso D. Tan College
Maloro, Tangub City
2018-2019
Junior High : Sumirap, National High School
Sumirap, Tangub City
2015-2016
Primary : Migpange Elementary School
Migpange Bonifacio Misamis Occidental
2012-2013
Seminars/Webinars and Training Attended
: Psychological Convention Conference

La Salle University
St., Brgy Aguada, Ozamis City
Organizational and Affiliation

2019-2023: Member
Junior Executive of Human Resource Organization
Maloro, Tangub City
2022-2023: Member
Human Resource Student’s Association of the Philippines

Final Manuscript 3

Uploaded by

Copyright:

Available Formats

You might also like

Final Manuscript 3

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Final Manuscript 3

Uploaded by

Copyright:

Available Formats

1

THE PROBLEM AND ITS SCOPE

Background of the Study

Cole (2002) argued that training is crucial to boosting an employee’s potential, by

Employees are a company’s most precious asset. Organizations need a solid

behind increased employee turnover is crucial.

major emphasis would be on the influence of training and development on employee

effectiveness of human resource practices and employee retention in a firm. Regarding

keeping people in firms through training and development practices.

relates to the objective of the research study.

According to Malvik (2020), in every training, member of the faculty may

contribute to promoting institutional consistency, which will improve the school’s

According to Aguilar (2013), coaching is a crucial element of a successful

the value of teacher coaching, defining it as a crucial element of successful ongoing

elements like organizational justice, flexible work environments, career growth,

development, and leadership.

According to Fazan (2021), a faculty member’s ability to teach and conduct

coaching, professional development opportunities, and mentorship relationships. These

Dischiano (2017) mentioned that it is critical to recognize the unique characteristics

Training and Development Employee Retention

Figure 1. Schematic Diagram of the Study

Statement of the Problem

coaching and employee retention at GADTC.

Specifically, it sought to answer the following questions.

1. What is the level of training and development in GADTC?

2. What is the level of coaching in GADTC?

3. What is the level of employee’s retention in GADTC?

4. Is there a significant relationship between the training and development,

coaching and employee retention?

service of your organization?

service longer than excepted?

retention of employees. Further, it was also shown that there is a significant

relationship between the level of coaching and level of retention of employees.

Significance of the Study

The results of this study was beneficial to the following individuals.

worthwhile ideas to improve the institution or organization and make it

simpler and less troublesome. Additionally, it will provide them a better

understanding of how coaching, as part of training and development, helps

HR personnel. This study assists in determining the employee training and

development requirements must be in line with the overall business

relationship between training and development and coaching in employee

future research that is related to the study.

Scope and Limitations of the Study

research instrument, instruments validity, data gathering, and data analysis.

Research Design. The researchers used correlational and concurrent research

of coaching, training, and development, as well as their effects on

employee retention. According to Pritha (2002), with a correlational

research design, relationships between variables are examined without any

of the variables being under the researcher’s direct control or

strong, or weak, positive, or negative correlation are possible, there may

not always be a correlation (Kendra, 2022).

Alfonso D. Tan College is located. This study focused on the relationship

between training and development, coaching and employee retention at

Research Respondents. The respondents of this study were GADTC employees.

To ensure that all GADTC employees have an opportunity to respond to

the questionnaire, a probability sampling technique was used particularly

GADTC employee will have the opportunity to participate in training and

coaching in some capacity. According to Kassiani (2022), Probability

sampling is a technique that includes picking a sample or segment of the