DECLARATION
DECLARATION BY THE CANDIDATE
This project is my original work and has not been presented for a degree in any other
university. No part of this project may be reproduced without prior permission of the
Author and / or Moi University.
____________________________
_________________
GITHAIGA PETER NDERITU
APRIL 28th, 2010
BBM/08/06
DECLARATION BY THE SUPERVISOR
This project has been submitted for examination with our approval as the University
Supervisors.
____________________________
MR ALLAN SIMIYU
Lecturer, Department of Accounting & Finance,
School of Business & Economics,
Moi University
_________________
APRIL 28 th, 2010
DEDICATION
To my late brother Timothy (R.I.P), mum Miriam, Sisters Evelyn and Bilha, Brothers
Moses and Benjamin and nephews Dedan and Tiras for the assistance they gave me
while working on this Research. God bless you all.
ACKNOWLEDGEMENT
This study has come a long way by progression from one step to another; I wish to
express my sincere thanks and gratitude to the Almighty God who granted me the
opportunity for pursuing my study at the Moi University. His blessing has been in all
my undertaking.
My sincere gratitude goes to Mr. Simiyu for his professional competence and
encouragement throughout the research.
Special thanks to the managements and staff of Nyandarua county council and
Nyahururu municipal council for their time and valuable information dedicated to
used in this research
TABLE OF CONTENT
Contents
page
DEDICATION................................................................................................................i
ACKNOWLEDGEMENT.............................................................................................ii
ABSTRACT..................................................................................................................iii
LIST ABBREVIATIONS ……………………………………………………………iv
LISTS OF FIGURE……………………………………………………………………v
LIST OF TABLES…………………………………………………………………....iv
CHAPTER ONE………………………………………………………………………1
1.0 Introduction…………………………………………………………………..……1
1.1 Background of the Study………………………………………………………….1
1.2 Statement of the problem………………………………………………………….7
1.3 Objectives of the study
1.4Researchquestions…………………………………………………………...........9
1.5 Significance of the study…………………………………………………………10
1.6 Scope of the study………………………………………………………………..10
CHAPTER TWO……………………………………………………………………..11
LITERATURE REVIEW……………………………………………………………11
2.0 Introduction ……………………………………………………………….…….11
2.1 The Concept of Discipline………………………………………………………11
2.1.2 Approaches to Handling Disciplinary Cases…………………………………14
2.1.3
Corruption……………………………………………………………………………15
2.1.5 Alcohol and substance abuse at work place……………………………………20
2.1.5.1 Costs of drug abuse…………………………………………………………25
2.2 Training…………………………………………………………………..………26
2.2.1 Typical Reasons for Employee Training and Development…………………30
2.2.2 Typical areas of Employee Training………………………………………….30
2.3 General Benefits from Employee Training and Development…………………31
2.4 Discipline and Training…………………………………………………………32
2.5 Kolb’s Learning Theory……………………………………………...…………33
2.6 Conceptual Framework…………………………………………………………33
CHAPTER THREE……………………………………………………………….....36
RESEARCH DESIGN AND METHODOLOGY……………………………………36
3.0
Introduction………………………………………………………………….………36
3.1 Research Design………………………………………………………..………37
3.3 Target Population……………………………………………………….....……38
3.4 Sample Design……………………………………………………….………….38
3.4.1 Sample size……………………………………………………………….…..38
3.5 Data Collection…………………………………………………………………40
3.5.1 Questionnaires……………………………………………………………...…41
3.5.2 Interview……………………………………………………………………...42
3.7 Data Analysis……………………………………………………………….……43
3.6 Validity and Reliability………………………………………………………….43
3.8 Ethical considerations…………………………………………………………….44
CHAPTER FOUR…………………………………………………………………..45
DATA ANALYSIS AND PRESENTATION……………………………………...45
4.1 Overview……………………………………………………………………….45
4.2 Presentation of research findings……………………………………………….45
4.2.1 Ages of the respondents………………………………………………………45
4.2.2 Gender of respondents…………………………………………………………46
4.2.3 Employees qualifications………………………………………………………47
4.2.4 Work experience…………………………………………………………...…...48
4.2.5 Training in various departments……………………………………………….48
4.2.6 Training…………………………………………………………………..…….49
4.2.7 Alcohol and substance abuse……………………………………………..……50
4.2.8 Sexual harassment………………………………………………………..…….51
4.2.9
Tardiness……………………………………………………………………………..52
4.2.10
Corruption……………………………………………………………………………53
4.3 Interpretations of the finding and answers to the Research Questions…………..53
CHAPTER FIVE……………………………………………………………………..57
5.0
CONCLUSION…………………………………………………………………….57
CHAPTER
SIX…………………………………………………………………………….…...58
5.6
RECOMMENDATION……………………………………………………………...58
APPENDIX
QUESTIONNAIRE........................................................................................................I
BUDGET.......................................................................................................................II
TIME
SCHEDULE.................................................................................................................III
LIST OF ABBREVIATIONS
LATF- Local Authority Transfer Fund
F.K.E- Federation of Kenya Employees
UNDP -United Nations Development Programme
EC- European Commission
S.P.S.S-Statistical package for social science
LIST OF FIGURES
Figure 2.0: The discipline
model......................................................................................11
Figure 2.1: Kolb’s learning
cycle.....................................................................................32
Figure 2.2: Conceptual
framework...................................................................................34
Figure 4.0: A graphical presentation of the
responses......................................................52
LIST OF TABLES
Table 4.1: Ages of the
respondents..........................................................................................44
Table 4.2: Gender of the
respondents......................................................................................45
Table 4.3: Employees
qualification........................................................................................45
Table 4.4: Work
experience....................................................................................................46
Table 4.5: Applicability of training in various
departments....................................................47
Table 4.6: Response on
Training............................................................................................48
Table 4.7: Responses on Alcohol and substance
abuse...........................................................49
Table 4.8: Responses on sexual
harassment............................................................................50
Table 4.8: Responses on sexual
harassment............................................................................51
Table 4.9: Responses on Tardiness
.........................................................................................52
Table 4.11: Correlations of the variables
................................................................................55
ABSTRACT
Discipline is paramount in an organization, for an orderly conduct of every member.
It ensures the maximum utilization of time and energy by the organization members
and makes wise use of the organizations scarce resources. Discipline enable
favourable environment and motivate employees to make their maximum contribution
for the ultimate attainment of the organizations objectives. The objectives of
discipline in an industrial setting are to increase and maintain business efficiency that
will result in increased sales, lower costs and wastages. The purpose of this research
study was to establish the effect of Training on Employee Discipline by using a case
of Nyandarua County Council and Nyahururu Municipal Council. The specific
objectives were to establish the effect Training on, Alcohol and substance abuse,
sexual harassment and tardiness. The theory adopted for the study was the Kolb’s
learning theory. Kolb’s learning theory sets out four distinct learning styles which are
based on four stage learning cycle (which might be interpreted as a training cycle).
Kolb’s learning theory advanced by David Kolb in 1974. The conceptual framework
depicted Training as the independent variables and Discipline as the dependent
variable. The study utilized an explanatory research design and stratified sampling
design was carried out where 75 out of 160 respondents were identified. The study
involved collecting data from sampled employees and finally comparing all of them.
Data collected was analyzed using quantitative nature and qualitative nature using
S.P.S.S. (Statistical package for social science) where the variables were correlated.
Quantitative data was analyzed using percentages and mean. Qualitative data analysis
was based on the open ended questionnaire to reveal in-depth information about the
research variables. The results of data analysis revealed that training enhanced
discipline in such areas as sexual harassment if only supported by other organisational
policies such as sexual harassment policies, sexual harassment very low a correlation
of 0.99 between training and sexual harassment implied that training has address it
sufficiently. The mean response showed that corruption, tardiness and drug abuse
rated high in the two organizations. Corruption highly prevalent in the two
organizations with 42.5% and 64.29% responds in Nyandarua County Council and
Nyahururu Municipal Council respectively agreeing to have involved and practising it
Training was found to address corruption and alcohol and drug abuse only in a small
extent. The relationship of 0.35 and 0.145 supports the facts that other ways of
dealing with the problem need to be developed.
The researcher recommended that training programmes needs to be redefined and
broadened to address all pertinent issues of the work places both from the
organizational approach and individual orientation.
Training should be done at regular intervals and evaluation done on continuous basis
to enable constant evaluation of its effectiveness.
The organizations should stop focusing training specifically on increased organization
productivity. They should as well focus on the long-term development and usefulness
of the employees.
Employees need to internalize the importance of training both for the organization
performance and the individual employee self development. Organizations need staff
at all levels to be more self-sufficient, resourceful, creative and autonomous.
CHAPTER ONE
1.0 Introduction
This chapter discusses the background of the study, statement of the problem, the
significance of the study, limitation scope and theoretical frame work. The
background of the study traces the research phenomena of effects of training in
discipline on employees in the organization.
1.1 Background of the Study
Keylink (2002) defines discipline as the actions imposed by the organizations on its
employees for failure to follow the organization’s rules, standards and policies. He
asserts that one of the most important aspects of maintaining discipline is
communication. Employees cannot operate in an orderly and efficient manner unless
they know rules. Employees must always be reminded about the rules when there
adherence has become lax. Employees also have a role to become familiar with the
company’s rules and regulations.
Torrington and Hall (1998) suggested that discipline is the regulation of human
activities to produce a controlled performance. They suggested that discipline ranges
from the guards control of a rabble to the accomplishment of lone individuals
producing spectacular performance through self discipline in the control of their own
talents and resources.
Discipline is important in the modern society, and it has assumed new dimension with
the development of industry. Discipline is essential for the orderly conduct of any
organization where large groups of people are working together. Discipline ensures
maximum utilizations of the time and energy of the working class and makes use of
the scarce organizational resources. Tardiness is a situation in which the employee
report late at the work place and once at the work place does virtually nothing.
Tardiness is believed to cost as much as absenteeism would cost Dorman (1997).
Drug and substance abuse as a chronic, progressive and incurable disease
characterized by a major symptom of loss of control over alcohol and other mood
altering chemicals Dorman (1997). Alcohol and substance abuse in the work place
generates increased absenteeism, excessive medical bills and reduced work and
product quality. At the workplace employees who abuse substances are a potent
danger to everyone.. Dorman (1997) further argued that a major cause of drug abuse
and other major ills in the society is the absence of self discipline, and emphasized the
need to enlighten everyone through training
Klitgward (1998) Defined corruption as the misuse of public power, office and
authority for private gain through bribery extortion, influence peddling, nepotism,
fraud, speed money or embezzlement. Senior (2006) attributed the problems of
coming up with a convincing definition to the shades of corruption found in
Heidenheimer (1989). Authors such as Heidenheimer (1989) attributed the
definitional problems adverted to above the many shades that corruption takes and the
complex processes of decision making. Heidenheimer is cited by Kalchheim (2004) as
having classified corruption into three categories which are black corruption, grey
corruption5 and white corruption. Johnston (1996) provides an important typology for
the definition of corruption. He identifies two different groups in the literature on the
subject. The first group (Nye, 1967; Friedrich, 1966; Van Klaveren,(1989);
Heidenheimer,(1989) focused on the behavioral aspects of corruption. These
behavior-orientated researchers hold the opinion that corruption is the abuse of public
office, power or authority for private gain. The second group defines corruption by
roping in the relationship between and among the principal agent- client relationships
(Rose-Akerman, 1978; Klitgaard, 1988). These researchers payed more attention to
the interactions between and among the parties involved: a principal, an agent and a
client.
Sexual harassment is unwelcome sexual advances, requests for sexual favours
improper physical contact, or other conduct of a sexual nature where such conduct
unreasonably interferes with an individual’s performance at work and or creates an
intimidating, hostile or offensive working environment. Graham and Bennett (1998).
Employment Act(2007) defined sexual Harassment as a situation where; An
employee is sexually harassed if the employer of that employee or a representative of
that employer or a co-worker, directly or indirectly requests that employee for sexual
intercourse, sexual contact or any other form of sexual activity that contains an
implied or express, promise of preferential treatment in employment; threat of
detrimental treatment in; employment; or threat about the present or future;
employment status of the employee; uses language whether written or spoken of a
sexual nature; uses visual material of a sexual nature; or shows physical behaviour of
a sexual nature which directly or indirectly subjects the employee to behaviour that is
unwelcome or offensive to that employee and that by its nature has a detrimental
effect on that employee’s employment, job performance, or job satisfaction.
Tarnopolsky (1982) suggested that a corporate employer may also be responsible for a
supervisor's actions where the employer had, or should have had knowledge of the
harassment and failed to take immediate and appropriate action to correct the
situation.
According to Harris (1976), Kenya, like other developing countries, is implementing
training programmes to address indiscipline at work place. Around the world, this
active approach has been essential since the time of industrial revolution that started
in Britain and spread across Europe and America. The importance of managerial
training to curb indiscipline in different sectors has been reckoned as a critical in the
success of any organization.
Despite corporate, counties such as Nyandarua county council in Kenyan can as well
implement and benefit from disciplinary programmes. Discipline is a crucial aspect of
relationship between employees in an organization. By maintaining good relationship
between employees and between employer and employee the organization is able to
achieve its goal and objectives or recognizing staff cooperation and high commitment
toward work. Disciplinary action against the employee is taken due to number of
reasons. Armstrong (2003) identifies poor performance, absenteeism, leaving place of
work, insubordination, sexual harassment, theft and participation in prohibited strikes
as the major causes of disciplinary problem in organization. In the past few years
productivity of employees at Nyandarua county council and Nyahururu municipal
council has been declining thus compromising its set goal and objectives. Human
resource department attribute this to a myriad disciplinary problems currently being
experienced in the organization. There is great interest for one to establish the relevant
training to avert indiscipline among the employees.
Training leads to increased productivity, less scrap or spoiled work, greater versatility
and adaptability to new methods and few accidents. Nonetheless training has been
perceived as been expensive and at times as some trainees leave the organization as
soon as they are trained. Workers job satisfaction typically increases in consequence
of training and, so that if trained employees are not immediately put on to work that
requires them to exercise their recently acquired competencies they might become
dissatisfied and look for others jobs where they can use their new skills
Thesis Statement: Based on that background the research study intents to establish
the effects of training on employee discipline
1.2 Statement of the problem.
Armstrong (2003) Discipline is paramount in an organization, for an orderly conduct
of every member. It ensures the maximum utilization of time and energy by the
organization members and makes wise use of the organizations scarce resources.
Discipline enable favourable environment and motivate employees to make their
maximum contribution for the ultimate attainment of the organizations objectives.
The objectives of discipline in an industrial setting are to increase and maintain
business efficiency that will result in increased sales, lower costs and wastages. On
these bases then, it is evident that a disciplined work force is the necessary requisite of
a business organization. Discipline aims at maintaining compliance with organization
is rules, regulation and norm for the purpose of achieving an organization’s goal
According to Beard Well et-al (2000) breach of discipline threatens fulfillments of the
organization objective and goes to the root of contract of service between the
employer and the employee. The backbone of the organization rules and regulation is
interlinked to the organization policies. If employees are not aware of the policies and
regulation of the organization, it will lead to the organization being less efficient in
delivering its obligation to the public. This awareness of the policies can be attained
through effective training.
A Local Government survey report on performance (2008), indiscipline cases among
Kenyan municipalities’ employees continue to rise year after year and supervision is
becoming practically impossible. Some of the issues highlighted were corruption,
absenteeism,
shirking,
workplace
conflicts
and
insubordination.
Nyahururu
municipality and Nyandarua county council continues to spend huge sums of money
on health schemes and compensation for work place injuries. The municipality and
the county council also reported increased number of staff turnover resulting from
illnesses, job dissatisfaction, poor work place relationships, poor health and deaths.
From the record available in Nyandarua county council and Nyahururu municipal
council, the managements have committed huge sums of money in training there
labour force every financial year and what is alarming is that that indiscipline cases
were still high, customer complaint were on the rise and organizations performance
still poor It is on the basis of the facts and the absence of earlier research reports
addressing the issues that this research is founded, it aims at identifying the possible
factors contributing to indiscipline in the two organization and make possible
recommendations.
Thesis statement: research therefore seeks to establish effects of training on
employee discipline
1.3 Objectives of the study.
The purpose of the study is to determine the effect of training on discipline of
employees. The specific objectives will be as below.
i.
To establish effects of level of training on corruption tendency
ii.
To establish effect of the level of training on substance abuse at workplace
iii.
To establish effect of the level of training on tardiness of employee
iv.
To establish effects of the level of training on sexual harassment at the
workplace
1.4 Research questions
i) Does the level of training affect corruption tendency?
ii) Does the level training affect substance abuse at the workplaces?
iii) Does the level of training affect employee tardiness?
iv) Does the level of training affect sexual harassment at work place?
1.5 Significance of the study
In any organization the management has the sole responsibility to ensure that
discipline is upheld in the organization and that everyone’s effort is directed towards
achieving organizational goals. The study points out the relationship between training
and discipline in Nyandarua county council and Nyahururu municipal council. The
research findings will help the management identify a gap between the training
programs offered, employees’ perception towards it and their expectations. An
analysis of the gap between employee’s attitude towards organization discipline and
training offered will help management in designing future training programs
The government through the LATF continues to support municipalities and counties
to improve service delivery and development project but the money at time is
embezzled or does not produce the desired results. The research report will be helpful
to the government when formulating training policies for the councils to enlighten
employee on the importance of work place code of ethic and why their efforts are
important for nation building.
Discipline at the workplace is everyone’s concern. It affects interpersonal
relationships, supervision, and the level of accidents, job performance and flow of
directives. The research findings will help employees understand the impact their
behaviors has on organization performance and on their interpersonal relationships.
Such an understanding will facilitate voluntary behaviors regulation and setting of
group norms that will promote work group cohesion.
From the outset the research purpose and approach was academic and therefore the
findings of the research will be important to scholars as it will forms basis for further
research in the field.
1.6 Scope of the study.
The research targeted Nyandarua county council and Nyahururu municipal council in
Nyandarua North District as the study areas. The target population was the senior
management, the supervisors and the junior staffs of the two organizations as
identified in the sampling design used in the research. From a pre visit it emerged the
two organizations lacked a clear departmentalization and therefore the questionnaires
were issued randomly to the junior staff and the identified senior management staff.
The study was undertaken between March and April 2010.
CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This chapter presents a critical literature review of the concepts of discipline and
training it also presents the conceptual framework adopted for this study The literature
review conducted also aimed at gaining an insight of any previous researches done
that would have formed the basis of the present research
2.1 The Concept of Discipline
A goal of anyone looking into working place discipline would be to predictably
discover what causes people to be indiscipline. Kelleher(1996) list nine elements that
directly impact the work environment ;excessive workload, inadequate time
to
complete the assigned task, poor supervision, uncertain organizational climate,
insufficient authority to meet job responsibilities, unclear responsibilities on job
function philosophical differences between the organization and the employee,
unexpected or significant change at work or at home and unanswered or unresolved
frustration. Section 17 of the employment Act Cap 226 gives justified ground for
dismissal as leave or lawful cause, an employee intoxication, absenteeism, negligence
of duty, abusive language to supervisor, refusal to obey a lawful command, if held in
custody for more than 10 days. If suspected to have committed offence against the
employer.
Armstrong (1999) argued that when a discipline problem arises it may be as much the
fault of a superior office. Sometimes disciplinary problems grow out of a superior
failure to inform employees what is expected of them. Absenteeism has a negative
effect on output of an employee and it frustrates the achievement of the organizational
objectives. Torrington et-al (1998) for absenteeism to be a reason for disciplinary
action, it should be proved that there is no justification for such absenteeism.
Incompetence of the employee to perform work they undertook to do upon
engagement affect performance .This necessitates a disciplinary action. According to
F.K.E, this can lead to dismissal with or without notice. Misconduct justifies
discipline action because it interferes with the business of the employer to perform
hi/her duties under his/her service contract F.K.E circular employment act cap
226(1984)) identifies the following as the causes of breach of discipline. Violation by
an employee of the company standing rules norms, values and accepted mode of
conduct, failure by the management to properly and consistently administer the
company policies, procedures and labor practices ,change brought by restructuring a
company’s operation and ownership, poor working conditions of employees i.e. lack
of motivation.
Spector, (1997) have evaluated psychological processes that are driven by action of
the work environment and are just as important as the work place factors. The factors
of particular interest are frustration, revenge and aggression. The role of frustration as
a factor that can lead to violent behaviors in a straight forward item. Frustration at
work can either be intentional or u intentional block achievement of goal which lead
to frustration. When dealing with work place indiscipline one cannot overlook the role
that aggression plays in response to many organizational practices. Baron & Neumann
(1997) noted that a significant amount of research has been devoted to factors that
exacerbate aggression or even prevent or reduce aggression but that may not have
been applied to study of aggression in the work place. Globally, the nature of work is
rapidly changing and now, perhaps more than ever before, job stress poses a threat to
the behavior of a worker. Exposure of stressful working conditions can produce
negative effects on the body (stress) and that this stress is considered a contributor to
a broad variety of problems Lowe and Northcott (1987)
Work place stress is very costly. It may result to health and insurance out lays, burn
out, absenteeism and reduced productivity, high employee turnover. Stress can also
deny the opportunity to realize optimum discipline and respect of colleagues.
Discipline is not only negative producing punishment or preventing; it can be a
valuable quality for the individual who is subject to it, although the form of discipline
depend not only the individual employee but also on the task and the way it is
organized. Organizational discipline is believed to exist in three forms;
Figure 2.0: The discipline model
Input
Process
Output
Organizational
effectiveness
Self discipline
Team discipline
Managerial
discipline
Individual
Untrained,
unorganized
Source: researcher (2010)
Managerial discipline is where everything depends on the leader from start to finish.
There are a group of people who are answerable to someone who direct what they
should do. Team discipline refers to the perfection of the performance derived from a
commitment by each member to the total, enterprise; the failure of one would be a
down fall of all. Self discipline like that of the juggler or the skilled artisan is where a
solo performer is absolutely dependent on training, expertise and self control.
Managers should not deal with discipline by rebuking late comers or threaten to
dismiss saboteurs they should develop the coordinated discipline of the working team,
engendering that esprit de corps which makes the whole greater than the sum of the
parts
2.1.2 Approaches to Handling Disciplinary Cases
(Armstrong, 2001) identifies three principles of handling disciplinary causes.
Individual should know the standards of performance they are expected to achieve
and the rules to which they are expected to conform. They should be given a clear
indication of where they are failing or what rules have been broken. Thirdly except in
cases of gross misconduct, they should be given an opportunity to improve before
disciplinary action is taken. There should be a disciplinary procedure which is
understood and applied by al managers and team leaders. (Shaun, Tyson, 2006)
identifies the statutory requirement for discipline and grievance procedures.
Discipline procedure should:-Be in writing Specify to whom they should apply, be
quick in operation, state the disciplinary action which may be taken Specify the levels
of management with authority to dismiss, give the individual detail of the complains,
give individual a right to be accompanied by trade union representative or by fellow
employee of their choice at any disciplinary hearing, no employee should be
dismissed for a first offence unless it is a case of gross misconduct, disciplinary action
should not be taken until a case has been carefully investigated, give individuals an
explanation of any penalty imposed, provide a right of appeal with an established
procedure.
There are four different kinds of problems that result in disciplinary action Shaun and
Tyson (2006).Some time they result in the termination of employment and infighting
among the employee. Indiscipline also results in inefficiencies attributed to failure to
perform up to the required standard, sickness and unavoidable personal problems,
cumulative discipline problems and immediate discipline problems
2.1.3 Corruption
Warren (2004) defined corruption as ‘the abuse of public office for private gain’ is too
narrow because there are many more phenomena that deserve the label “corruption”
than those that involve the abuse of public office for private gain.
According to the United Nations Development Programme (UNDP) in its AntiCorruption Practice Note, corruption is defined as “the misuse of public power, office
or authority for private benefit – through bribery, extortion, influence peddling,
nepotism, fraud, speed money or embezzlement”
Senior (2006) suggested that corruption takes place when “... a corruptor covertly
gives a favour to a corruptee or to a nominee to influence action(s) that may benefit
the corruptor or a nominee and for which the corruptee has authority” The Asian Bank
defined Corruption as ‘……. behavior on the part of officials in the public and private
sectors, in which they improperly and unlawfully enrich themselves and/or those close
to them, or induce others to do so, by misusing the position in which they are
placed’22 The definitions by Senior (2006) and The Asian Bank recognize that
corruption takes place in both private and public sectors.
There is no international legal definition of corruption. Corruption” includes bribery,
extortion, fraud, deception, collusion and money-laundering. These will normally
constitute criminal offences in most jurisdictions although the precise definition of the
offence may differ. “To corrupt is to change from good to bad.” Corruption is “the
misuse of public power, office and authority for private gain through bribery
extortion, influence peddling, nepotism, fraud, speed money or embezzlement.”
Corruption is the abuse or complicity in the abuse of private or public power, office or
resources for personal gain.
Therefore we can argue that it is to be morally debased. It is a pervasion of morality
as well as integrity. Further definition states that corruption is, “it is an inducement by
means of improper considerations to commit a violation of duty”.
The entomology of the word corruption can be found in the Greek word corruptus,
which conceptually referred to both political and sexual behaviour. Traditionally
corruption was not always criminalized, but was condoned in some cases especially
when trading with developing countries. It was viewed as a necessary business
expense and, in some situations; it was even a tax deductible act. However as
competition for resources increased, and colonies that had traditionally served as
guaranteed sources for income and resources to the more developed world became
independent states, the price for bribery and influence peddling continued to rise to
levels, which were making business too expensive. Corruption manifests itself
differently according to the type of government, level of democracy, economic
development and magnitude of the corrupt. In analyzing corruption, emphasis is
generally placed on the different levels of corruption depending on type and
magnitude. The two types commonly identified are petty and grand corruption. This
also affects the type of intervention strategies that governments employ to curb
corruption.
Johnston (2000) suggests that serious corruption threatens democracy and governance
by weakening political institutions and mass participation, and by delaying and
distorting the economic development needed to sustain democracy. In a study of 83
countries, Johnston compares Transparency International’s CPI with an index of
political competitiveness and finds that well-institutionalized and decisive political
competition is correlated with lower levels of corruption.
Corruption disrupts governance practices, destabilizes governance institutions,
reduces the provision of services by government, reduces respect for the rule of law,
and reduces public trust in government and its institutions. Impaired governance, in
turn, reduces social capital and public trust in governance institutions; this reduces the
public funds available to support effective economic growth programs and reduces the
capability of government to help its citizens and the poor, in particular.
The causes of corruption are always contextual, rooted in a country’s policies,
bureaucratic traditions, political development, and social history. Still, corruption
tends to flourish when institutions are weak and government policies generate rents.
The dynamics of corruption in the public sector can be depicted in a simple model
suggested by Klitgaard (1998). The following are common components of corruption
that can be found in many existing statutes: Agent/principal relationship which is
related to an agent improperly benefiting from activities relating to handling of his
principal’s mandate, e.g. abuse of government property, equipment, and labour by
public officials; Bribery, which refers to consideration, giving an inducement to
influence conduct in one's favour, contrary to standing procedures and regulations.;
Fraud, which is a misrepresentation done to obtain unfair advantage by giving or
receiving false advantageous information; Nepotism, which entails showing special
favours to one's relatives as against other competitors in securing of contracts,
services and employment; Extortion, which is the unlawful extraction of money or
favour by force or intimidation; Embezzlement, which is the illegal diversion of
principal’s goods to one's own use, money laundering, which involves the depositing
and transferring of money and other proceeds of illegal activities. It is an act of
legitimizing proceeds of illegal activities; Abuse of public property, which tends to be
more prevalent where there, is no citizen’s oversight facilities and where there is
obvious monopoly of power by public officials, which is exercised with impunity.
Public labour can be diverted to individual use while public properties get hired out
for private gain. This is more common with respect to services offered freely or at
subsidized rates by the state and its subsidiaries where such services are either scarce
or beyond the reach of the majority of the people; Gifts for services which do not need
an explicit quid pro quo. If however, the individual gifts are large enough to have
even a marginal impact on the recipient's behaviour or quid pro quo is implicit, this
calls for procedures and regulations to be put in place to govern the offering and
receiving of such gifts;
Another form of corruption is inside trading, which involves the use of information
secured during the course of duty as an agent for personal gain? The information is
then leaked to companies competing for tender as well as on the stock exchange
giving the, party with such information an unfair advantage over other competitors;
Plundering of state resources is an increasing phenomenon where people even go to
war for control of resources for purposes of plundering proceeds and laundering them
for personal gain. This is the case in the wars of Angola, Sierra-Leone and the
Democratic Republic of Congo to mention only a few; Under Invoicing/Double
Invoicing, this is a prevalent form of corruption in the private sector and aims at
avoiding paying duty and taxes. Ackerman (1999)
Most countries and indeed international instruments avoid defining corruption itself
but proceed through criminalizing certain activities or elements of corruption. Most
laws look at corruption from an agent principal relationship where an agent
improperly benefits from activities relating to handling the principal’s mandate e.g.
abuse of government property, equipment and labour by public officials. When one
looks at statutes on corruption, corruption itself was not criminalized until recently.
For example, the Malawi Corrupt Practices Act (2004) identifies components of
corruption as: “the soliciting, accepting, obtaining, giving, promising or offering of a
gratification by way of a bribe or other personal temptation, enticement or inducement
Production of invoices and money earned is under-declared with the connivance of
the buyer while double invoicing relates to issuing multiple invoices for purposes of
misleading public authorities for private gain; Patronage is a system of governance,
where rewards are offered for loyalty; Speed money is paid to quicken processes
caused by bureaucratic delays and shortage of resources. It normally occurs in offices
where. Licenses, permits, inspection certificates and clearance documents are
processed. Over regulation and laborious and endless paperwork, will encourage the
rich and powerful to try and circumvent tedious processes and procedures, thus entice
officials to take bribes.
According to OHCHR corruption leads to several problems such as; Increase in the
costs of conducting business; Create uncertainty in an economy through discretion,
continuous change of rules and favoritism; Reduce the quality of work, because
contracts are awarded to non performers; Lead to flight of business and capital; Create
an underground economy; Undercut government to collect revenue by; reducing the
states’ ability to provide essential services; Create burdens on a few companies that
pay taxes; Reduce the quality of administration through unfair hiring and promotions
practices; Undermine the state’s legitimacy; Increase costs of bureaucracies and
wastes time of executives negotiating for licenses and permits; Leads to looting of
state resources by a few connected and powerful people; Leads to lowering of safety
standards (www.ohchr.org)
2.1.4 Sexual Harassment
Sexual harassment at work is an unwelcome or uninvited behavior of sexual natures,
which is offensive, embarrassing, intimidating or humiliating and may affect an
employee’s work performance, health, career or livelihood. The EC definition
distinguishes 3 types of harassment: physical, verbal, and nonverbal sexual
harassment. This is a very common subdivision used by many researchers. Finally,
the EC definition includes three conditions: unwanted, improper or offensive
behaviour; refusal or acceptance of behaviour influences decisions concerning a job;
the behaviour in question creates a working climate that is intimidating, hostile or
humiliating for the person. Another aspect of training is on the processing sexual
harassment complaints. Very simply, the policies themselves do not guarantee
effective outcomes. Thus training on evaluating them on how well they deal with this
aspect of their job should lead to uniformity in the treatment of complaints, should
improve the response to all parties involved and should improve the quality of
investigations. Such effort is important because they not only prevent sexual
harassment, but also protect against costly litigation associated with sexual
harassment claims. In short training administrators is probably the most important
thing organizations can do to improve satisfaction with sexual harassment policy and
procedure. As argued by Rowe and Lipsky (2001) more than half of employees and
managers who are involved in a problem or conflict prefer private informal options to
deal with the issue and that only approximately one tenth prefer distributive options
based on rights and power (e.g., formal complaints).
Many women who experience sexual harassment chooses not to file formal
complaints (Sabitha, 2005) and their common responses to sexual harassment include
ignoring the behavior or telling a friend or family member (Cammaert, 1985). Hence
training officials on all aspects of handling complaints can increase effective
reactions. This is particularly important given the fact that organization culture and
top management commitment to eradicating sexual harassment are critical to effective
policy implementation as well as the creation of an environment where sexual
harassment is clearly not tolerated. By responding promptly to complaints of
offensive conduct, the cost of such measures will be much less than that of defending
a lawsuit and paying damages if the employee wins. Further it gains the confidence
and the trust of the most important asset of the organization that is their workers.
A good training program will prepare workers to recognize sexual advances and
developing strategies to deal with them. Hence training programs might best be
utilized as a catalyst and intervention in removing harassment from the workplace. It
is not the sole responsibility of the management but also the employee’s responsibility
to speak up and not allow them to be victimized. Meanwhile it is also the society’s
responsibility to involve in the awareness-raising sexual harassment programs. In
sum, there should be concerted effort by governments, employers, employees and
women's organizations to help to create zero tolerance towards sexual harassment at
workplace.
Sexual harassment can be categorized into three; Verbal sexual harassment Examples
may include telling sexual jokes, using sexually explicit profanity, threats, sexually
oriented Jody calls, sexual comments, whistling in a sexually suggestive manner, and
describing certain sexual attributes about one’s physical appearance. Verbal sexual
harassment may also include using terms of endearment such as “honey”, “babe”,
“sweetheart”, “dear”, “ stud” or “ hunk” in referring to soldiers, civilian coworkers or
family members; Nonverbal. Examples of nonverbal sexual harassment may include
staring at someone (i.e. “undressing someone with one’s eyes”), blowing kisses,
winking, or licking one’s lips in a suggestive manner. Nonverbal sexual harassment
also includes printed material. Examples may include displaying sexually oriented
pictures, cartoons or using sexually oriented screen savers on one’s computer. Further
examples include sending sexually oriented notes, letters, faxes, or email. Physical
Contact. Examples of physical sexual harassment may include touching, patting,
pinching, bumping, grabbing, cornering or blocking a passageway, kissing, and
providing unsolicited back or rubs. Sexual assault and rape, which may be extreme
forms of sexual harassment, are serious criminal acts. When these acts occur, report
them immediately to the chain of command, military police, or other law enforcement
agencies.
The elimination of sexual harassment within the work place begins with a policy of
aggressive and progressive training to identify and prevent inappropriate behavior.
Conduct progressive, interactive small group sexual harassment training. Employee
must understand what sexual harassment is, how to recognize it, how to prevent it,
how to report it and the consequences of engaging in sexual harassment. The quality
and effectiveness of unit training are of primary concern. The most effective approach
to training to prevent sexual harassment is through interactive discussion in small
groups of mixed gender.
2.1.5 Alcohol and substance abuse at work place
Dorman (1997) defined drug and substance abuse as a chronic, progressive and
incurable disease characterized by a major symptom of loss of control over alcohol
and other mood altering chemicals. Alcohol and substance abuse in the work place
generates increased absenteeism, excessive medical bills and reduced work and
product quality. At the workplace employees who abuse substances are a potent
danger to everyone. In 1983 a report by a senate subcommittee on employment and
production found in the United States that 40% of industrial deaths are caused by the
use of alcohol and 47% of injuries have the same origin. Some of the substances
abused are alcohol, marijuana, cocaine and amphetamines. Dorman (1997) stated that
a major cause of drug abuse and other major ills in the society is the absence of self
discipline, and emphasized the need to enlighten everyone through training
Butler (1993) the relationship between drug and alcohol abuse and the workplace is
significantly influenced by national, social, cultural, ethnic, and religious and gender
issues. Cultural or group practices may also facilitate drug or alcohol abuse. Drinking
or drug abuse cultures exist in some workplaces and some of them set a standard that
may be imposed on the non-user. In addition, conditions in some workplaces involve
exposure to harmful or dependence-producing substances, such as glue in shoe
factories. Employees may follow fads or local customs and accept substance abuse,
holding views that are clearly inconsistent with known facts about their physical
effects. A recent study in Portugal found that there are "still some workers who
believe they can work with more precision if they drink a certain amount of wine and
there are some employers, both in the building and agricultural sector, who offer free
wine to get some work done
There are many reasons why some people choose to use alcohol or drugs. Whether for
enjoyment, to help them relax or reduce any levels of distress they experience. For
alcohol and drugs to be effectively managed there needs to be awareness across the
organization of the risks and responsibilities. Training and awareness-raising can be
delivered internally as part of the broader health and safety approach, or this service
can be contracted into the organization. The overall aim is to ensure all individuals
gain an awareness of drugs and alcohol as hazards in the workplace Peer pressure in
the workplace may be a strong influence on a person’s decision whether to drink
excessively or use drugs. Other reasons cited are; high levels of distress within work
and personal life outside of work; long hours or irregular shift work; hazardous and
dangerous work working to meet deadlines; remote or irregular supervision; General
workplace culture; discrimination, harassment or lack of commitment to health and
safety.
Butler (1993) the relationship between drug and alcohol abuse and the workplace is
significantly influenced by national, social, cultural, ethnic, and religious and gender
issues. Cultural or group practices may also facilitate drug or alcohol abuse. Drug
problems have a costly impact on the workplace as well as the community. Employers
and workers alike are concerned about the consequences of drug and alcohol abuse.
Alcohol and drug involvement in accidents, and the impact on such employment
indicators as absenteeism, turnover, medical claims, safety risk and lost productivity,
confirm that there are direct costs involved with drug or alcohol use in the workplace
Butler (1993).
2.1.5.1 Costs of drug abuse
Employees with alcohol and other drug problems face a higher chance of injuring
themselves on the job and a higher chance of losing or resigning their job. Drugs and
substance abuse in the work place is therefore of great concern to everyone in the
organization. Work colleagues of employees with alcohol and other drug problems
face; increased risk of injury and dispute; increased workload and levels of distress;
The possibility of needing to work harder, re-do work and/or cover for an impaired
colleague.
Employers of employees who are engaged in substance abuse are faced with a number
of problems such as the lateness and absenteeism of the employee; for additional
employee health costs impaired workplace performance resulting from poor decisionmaking and concentration; reduced reaction times and efficiency increased error rates;
Less than satisfactory business and customer relationships; It is clear that alcohol and
other drug use can affect productivity and profitability, and that affected employees
can be a danger to themselves and others.
2.2 Training
Flippo (1979) defined training as the act of enhancing the knowledge and skill of an
employee for accomplishment of specific tasks. He classifies training into two
categories-the operatives and the development of managers. Training differs from
education in that, it relates to enhancing knowledge and skills in accomplishing a
specific job while education enhances general knowledge and understanding of the
global environment. Organizations are facing great pressure to change these days - to
facilitate and encourage whole-person development and fulfillment - beyond
traditional training.
Armstrong (2003) defined training as the process of learning the skills that employees
need to do particular job. Training is the formal and systematic modification of
behaviors through learning occurring as a result of education, instruction and planned
experience. Training enhances employees to perform better and empower them to
make the best use of their natural abilities
Turcotte et al. (2003) highlighted a strong link between business strategy and
employee training. The authors found that firms emphasizing a human resources
strategy or research and development strategy are much more likely to sponsor
training than those with no strategy. Technology and innovation are also among the
most cited determinants of employer support for training.
The key to effective staff training is to identify the principal duties of the staff
members themselves, and to ensure that they are aware of their individual roles and
responsibilities. Beyond that, a regular scheduled session should be put in place that
not only addresses current responsibilities, but also acknowledges that all staff should
be interested in developing their own skills and understanding the importance of their
role in the business.
Training, coaching, mentoring, training and learning design - developing people
Conventional 'training' is required to cover essential work-related skills, techniques
and knowledge, and much of this section deals with taking a positive progressive
approach to this sort of traditional 'training'. Importantly however, the most effective
way to develop people is quite different to conventional skills training, which let's
face it most employees regard as a pain in the neck. They'll do it of course, but they
won't enjoy it much because it's about work, not about themselves as people.
The most effective way to develop people is instead to enable learning and personal
development, with all that this implies. So, as soon as you've covered the basic workrelated skills training that is much described in this section - focus on enabling
learning and development for people as individuals - which extends the range of
development way outside traditional work skills and knowledge, and creates far more
exciting, liberating, motivational opportunities - for people and for employers.
Baldwin and Johnson (1995) found that companies that innovate are more
technologically advanced, emphasize quality management and have human resources
strategies will more frequently support training initiatives. Baldwin and Peters (2001)
similarly demonstrated that innovative firms are more likely to support training
activities than non-innovative firms, but the former have a preference for on-the-job
training. Innovative firms particularly favour acquiring experience, in the context of
learning by doing, to enhance the ability of employees to innovate and problems.
Chowhan (2005) concluded that the existence and intensity of training activities in a
firm depend on the level of technological competency that exists in that firm, rather
than on its being a member of a technology-based industry.
A number of studies indicate that employee training has a positive impact on
corporate performance. They generally test the hypothesis that, by improving the
competency of employees, training also improves their productivity, which is
reflected in an improvement in the firm’s performance. Betcherman, McMullen and
Davidman (1998) concluded that firms that have training programs tended to perform
better in terms of productivity, revenues, profitability, viability and prospects. Saks et
al. (2002) also found a positive relation between training and productivity, profit,
revenue and client satisfaction, a relation that is more significant when the training is
accompanied by incentives for the employees
The key to effective staff training is to identify the principal duties of the staff
members themselves, and to ensure that they are aware of their individual roles and
responsibilities. Beyond that, a regular scheduled session should be put in place that
not only addresses current responsibilities, but also acknowledges that all staff should
be interested in developing their own skills and understanding the importance of their
role in the business. Training, coaching, mentoring, training and learning design developing people Conventional 'training' is required to cover essential work-related
skills, techniques and knowledge, and much of this section deals with taking a
positive progressive approach to this sort of traditional 'training'. Importantly
however, the most effective way to develop people is quite different to conventional
skills training, which let's face it most employees regard as a pain in the neck. They'll
do it of course, but they won't enjoy it much because it's about work, not about
themselves as people. The most effective way to develop people is instead to enable
learning and personal development, with all that this implies. So, as soon as you've
covered the basic work-related skills training that is much described in this section focus on enabling learning and development for people as individuals - which extends
the range of development way outside traditional work skills and knowledge, and
creates far more exciting, liberating, motivational opportunities - for people and for
employers. Organizations are facing great pressure to change these days - to facilitate
and encourage whole-person development and fulfillment - beyond traditional
training.
According to UK Employment Equality Age Regulations (2006), it unlawful to
discriminate against anyone on the grounds of age. This has several implications for
training, documents used, and the training of trainers and facilitators. For further
guidance about the effects of Age Equality and Discrimination in training and
developing people, (and in other aspects of managing people), you might not
immediately be able to put great new emphasis on 'whole-person development'. Being
realistic, corporate attitudes and expectations about what 'training' is and does cannot
be changed overnight, and most organizations still see 'training' as being limited to
work skills, classrooms and PowerPoint presentations. However, if you start
imagining and thinking and talking about concepts and expressions such as: ‘enabling
learning' 'facilitating meaningful personal development ‘helping people to identify
and achieve their own personal potential' Then you will surely begin to help the
organization (and CEO) to see and accept these newer ideas about what types of
'learning and development' really work best, in terms of developing employees.
2.2.1 Typical Reasons for Employee Training and Development
Training and development can be initiated for a variety of reasons for an employee
group of employees, e.g. When a performance appraisal indicates improvement
needed, To "benchmark" the status of improvement so far in performance
improvement effort, As part of an overall professional development program, As part
of succession planning to help an employee be eligible for a planned change in role in
the organization, To "pilot", or test, the operation of a new performance management
system, To train about a specific topic.
2.2.2 Typical areas of Employee Training
Communications: The increasing diversity of today's workforce brings a wide variety
of languages and customs. Computer skills: Computer skills are becoming a necessity
for conducting administrative and office tasks. Customer service: Increased
competition in today's global marketplace makes it critical that employees understand
and meet the needs of customers. Diversity: with the new trend towards globalization
and changing society employee must be trained to meet the new expectations and
challenges of the work place. Diversity training usually includes explanation about
how people different perspectives and views, and includes techniques to value
diversity
Ethics: Today's society has increasing expectations about corporate social
responsibility. Also, today's diverse workforce brings a wide variety of values and
morals to the workplace; Human relations: The increased stresses of today's
workplace can misunderstandings and conflict. Training can people to get along in the
workplace. Quality initiatives: Initiatives such as Total Quality Management, Quality
Circles, benchmarking, etc., require basic training about quality concepts, guidelines
and standards for quality;
Safety: safety is paramount at the work place. Employers will avoid liabilities,
medical cost and at the same time ensure a healthy manpower. Safety training is
critical where working with heavy equipment, hazardous chemicals, repetitive
activities, etc., but can also be useful with practical advice for avoiding assaults.
New workplace legislations have put into the highlight Sexual harassment as one of
the most prevalent demoralizing, unwelcome and abusive behaviour in the work
place, employers are therefore required to develop a Sexual harassment policy and
inform the employees of the same. Sexual harassment training usually includes
careful description of the organization's policies about sexual harassment, especially
about what are inappropriate behaviors.
2.2.3 General Benefits from Employee Training and Development
There are numerous sources of information about training and development. Several
of these suggest reasons for supervisors to conduct training among employees. These
reasons include: Increased job satisfaction and morale among employees, increased
employee motivation, increased efficiencies in processes, resulting in financial gain,
increased capacity to adopt new technologies and methods, increased innovation in
strategies and products, reduced employee turnover, enhanced company image, e.g.,
conducting ethics training (not a good reason for ethics training!),risk management,
e.g., training about sexual harassment, diversity training Managers must ensure
induction training is properly planned - an induction training plan must be issued to
each new employee, so they and everyone else involved can see what's happening and
that everything is included. You must prepare and provide a suitable induction plan
for each new starter (Armstrong, 2001).
These induction training principles are necessarily focused on the essential skills and
knowledge for a new starter to settle in and to begin to do their job. However there is
great advantage in beginning to address personal development needs, wishes,
opportunities, particular strengths, abilities, talent, etc., during or very soon after the
induction process, the sooner the better. An organization needs to assess its people's
skills training needs - by a variety of methods - and then structure the way that the
training and development is to be delivered, and managers and supervisors play a key
role in helping this process. People’s personal strengths and capabilities - and aims
and desires and special talents (current and dormant) - also need to be assessed, so as
to understand, and help the person understand, that the opportunities for their
development and achievement in the organization are not limited by the job role, or
the skill-set that the organization inevitably defines for the person. As early as
possible, let people know that their job role does not define their potential as a person
within or outside the organization, and, subject to organizational policy, look to
develop each person in a meaningful relevant way that they will enjoy and seek, as an
individual, beyond the job role, and beyond work requirements (Hambling, 1970).
2.4 Discipline and Training
Edward (2002).With a decline in discipline, most of the organizations have not been
able to update or acquire adequate facilities necessary for training. To attain
discipline, organizations need a strong outlay in terms of training and facilities to
adequately satisfy the need for employees. The prestige associated with proper
training for discipline, especially those from organizations in Europe, Australia, and
America has led to better performance and productivity. This rule seeks to prioritize
relevant training programmes above other considerations. There is therefore need for
concerted effort for Kenya to discourage unplanned training and lay emphasis on
competence based programmes. This requires new programmes and a shift from the
old systems to the workplace as a mean of improving productivity in the organizations
especially in the local government sectors.
2.5 Kolb’s Learning Theory
Kolb’s learning theory sets out four distinct learning styles which are based on four
stage learning cycle(which might be interpreted as a training cycle).In this respect
Kolb’s model is particularly elegant, since it offers both a way to understand
individual people’s different learning styles and also an explanation of a cycle of
experiential learning that applies to all. Kolb’s include this cycle of learning as a
central principle his experiential theory typically expressed as four stage cycle of
learning in which immediate or concrete experience provide a basis for observation
and reflections. These observations and reflections are assimilated and distilled into
abstract concepts producing new implications for action which can be actively tested
in turn creating new experience.
Kolb says that ideally this process represents a learning cycle or spiral where the
learner touches all the bases i.e. cycle of experience, reflecting, thinking and acting.
Immediate or concrete experiences lead to observations and reflections, these
reflections are then assimilated into abstract concepts with implications for action,
which the person can actively test and experiment with, which in turn enable the
creation of new experiences. Kolb’s model therefore works on two levels-a four stage
cycle: Concrete experience, Reflective observation, abstract conceptualization and
active experimentation. And a four definition of learning styles for which Kolb used
the terms diverging, assimilating, converging and accommodating. Whatever
influences the choice of style, the learning style preference itself is actually the
product of two pairs of variables, or two separate choices that we make, which Kolb
presented as lines of axis, each with conflicting modes at either end:
Concrete Experience-----------V------------------Abstract conceptualization (Thinking)
Active Experimentation-----------V----------------Reflective Observation (Watching)
A typical presentation of Kolb’s two continuums is that the east-west axis is called the
processing continuum (how we approach a task), and the north-south axis is called the
perception continuum (our emotional response, or how we think or feel about
it).Kolb’s (1974) learning cycle suggest a cyclical process of continuous learning.
Figure 2.1: Kolb learning cycle
Concrete experience
Testing new behaviors
Formation of concept and generalization
Source: Kolb learning cycle (1974).
observation and reflection
In the above demonstration, The role of experience in learning where we generalize
from our own experience and experiment with new ideas as a consequence of what we
have learned ,Taking into account the fed back we have received from significant
others. The challenge for development process is to find ways of creating learning
environment where new behavior can be tested and where there is assistance with
observation and reflection to facilitate learning process.
The justification of this theory is that it is possible to distil some basic, simple,
general truth about learning which are fundamentally important to those responsible
for the design and provision of training, which can be summarized as follows: People
must be motivated to learn. They must see a beneficial outcome for themselves. They
must see how training could help them to perform their work effectively. They must
see a personal need for this to happen and to accept the methods chosen to achieve the
training objectives, Feedback is important to motivational and learning progress
.people need to have feedback on their learning achievement. Because learning
depends on motivation, it is essentially an individual process. People will learn if they
want to, in their own preferred ways and at their own pace depending on
environmental factors. People learn from experience, therefore from example and
imitation. Learning can only take place through the human senses. All senses may
contribute to the learning process, but the visual is the most powerful to a lesser
degree, the auditory
2.6 Conceptual Framework
The conceptual frame work raises several issues by since it establishes the
relationship between the criterion i.e. the variable that is been predicted, and the
predictor used to predicted the criterion. The predictors to be used in the research are
individual variables. The conceptual framework will also allow the necessary control
of the predictors and in which the measure of the criterion is viewed as being
attributed to the “effects” of the predictors (the independent variable)
Figure 2.2: Conceptual framework
Substance abuse
Sexual
harassment
Training
Tardiness
Corruption
Independent variable
Dependent variable
Source: Researcher (2010)
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.0 Introduction
This chapter discusses the research designs, target population, sampling design and
procedure data collection instrument, reliability and validity of the research
instruments data collection procedure and method of data analysis. This section also
reflects the theory of how the research will be undertaken, including theoretical and
the philosophical assumptions upon which the research is based upon and the
implication of these on the method(s) to be adopted and on the final findings.
3.1 Research Design
Kerlinger (1983) research design is the plan, structure and strategy of investigation as
to obtain answer to research questions and to control variance.
Green and Tull (1970) a research design is the specification of methods and
procedures for acquiring the information needed. It is the overall operational pattern
or framework of the project that stipulates what information to be collected from
which source and by what procedures. A search design is basically a blue print that
lays down the methods and procedures for the collection of requisites information and
the measurement and analysis with a view of arriving at certain meaningful
conclusion at the end of the proposed study
The study adapted a comparative study as the research design. Hall (2003) defined a
comparative research as a research methodology in the social science that aims at
making a comparison across different groups.
Deutsch (1987) a comparative research is a research about comparing two or more
things with a view to discovering something about one or all of the things being
compared. One major reasons of choosing the design is that from the onset is that the
study was a social research studying human behaviors. This was suitable as it
addresses major objective and research questions identified for the study. This helped
by providing the means of observing, measuring and describing variables identified
at the onset of the study and how they relates to the Nyandarua county council.
The study involved collecting data from the two study areas and finally comparing
them to draw some generalization of the whole population. This is the act of
comparing two or more things with the aim of discovering something about one or all
the things been compared. The research method has a multidisciplinary approach that
guaranteed flexibility of the study. The combination of both qualitative and
quantitative data collection ability of the design was very helpful. The study finally
revealed the systematic structure invariance that is true not only for the cases that will
be studied but for the whole population where the cases were drawn.
3.3 Target Population
The target population was senior management, supervisors and the junior employees
of Nyandarua county council and Nyahururu municipal council. It targeted a
population a population of 160 employees.100 employees from the Nyandarua county
council and 60 employees from Nyahururu municipal council.
3.4 Sample Design
Kendall et al (1984) A sample is a part of the population, or a subset from a set of
units, which is provided by some process or other, usually by deliberate selection with
other objects of investigating the population or set. Sampling is more economical in
terms of effort as a relatively small staff is required to carry out data collection and
data analysis. As the magnitude of operations involved in a sample survey is small
both the execution of the field work and the analysis of the results can be carried out
speedily. Hawkins et al (1984) Sampling enables the researcher to collect more
detailed information that would not have been collected in a survey. However
sampling has a number of disadvantages sampling gives rise to some errors. If these
errors are too large, the results of the sample survey will be limited. A further
limitation is when the information needed on every unit in the population. This
method also reduced the cost of execution.
The research adopted a stratified random sampling. Beri (2003) defined stratified
random sampling as one where the population is divided into mutually exclusive and
mutually exhaustive strata or sub groups and then a simple random sample is selected
within each of the strata or sub groups.
Seymour(1971)Stratified random sampling is a probability sample design that divides
a population into groups such that the elements in each group are more alike than
elements in population as a whole. Homogenous groups or subset are formed and this
helped to promote proportionate representations of the various groups in the two
organizations.
The primary reason was to ensure that the different groups of the population were
adequately represented in the sample so as to increase the level of accuracy when
estimating the parameters. The other reason was that, the population consisted of
groups that had similar characteristics that allowed stratification. This made the study
more reliable. The use of randomness or probability enabled one to generalize about
the population sample and allow the element of self select themselves. The study also
used qualitative methods of data collection because the data to be collected will be
statistical in nature helping one to obtain an in-depth and accurate data. The
population was divided into senior management, supervisor and junior staff.
Simple random sampling was applied to select a few sample elements from each
group. The advantage of using stratified random sampling is that the selected
sampling units were convenient for this research and the method applied to a
population consisting of a set of similar characteristics. It provided a good strategy for
testing and accuracy.
Proportional sampling from the different strata was used .i.e. same sampling fraction
(n/N), the sample as known as proportionate stratified. The sampling units selected
from each stratum were proportional to the population of the stratum.
Table 3.1 Sample size
Nyandarua county council
Designation
Target
Nyahururu municipal council
Sample
Designation
population
Target
Sample
population
Chief officers
7
4
Chief officers
4
2
supervisors
14
10
supervisors
16
10
Junior staff
79
31
junior staff
42
18
Totals
100
45
60
30
Source: Author field survey 2009
3.4.1 Sample size
A sample is any subset of sampling units from a population. A sample size of n=30
was used, such a size was seen to give the required degree of precision of the sample
results.
3.5 Data Collection
Once the research problem has been defined and the available literature materials
studied, data collection methods was considered. This was an important part of the
research study since the data collected would be used to make answer the research
questions and help make generalizations about the population. Both primary and
secondary data collection techniques were employed in the study. In the research
fresh data as well as information from existing organizational records was collected.
Various data collection instruments were used for the study.
3.5.1 Questionnaires
Beri (2003) a questionnaire is a schedule containing various items on which
information is sought from respondents. The use of questionnaires made it easier to
approach a large number of respondents, questionnaires will not have any distribution
bias as it will not show any particular preference or dislike for a certain individual.
Erdos (1974) Questionnaires are also free from any interviewer’s bias and errors
which may have undermine reliability and validity of the results emerging from the
survey. There is a great deal of saving costs over the survey operation over a large
region. The questionnaires also helped avoid bias arising from any inhibition in
answering questions of personal nature and questions that the respondent may hesitate
to answer them in the presence of the interviewer.
However the instrument had some limitations. Stanley (1951) the researcher had to
accept the answers as they were at times there was ambiguity and inconsistency of
response. The questionnaires also hindered clarification and asking of supplementary
questions. In certain cases it was hard to proof whether the questionnaire was
answered by the respondent on his own or was influenced by others. The responses
were poor since some of the questionnaires were not returned. Finally the
questionnaire did not allow deep probing since the questions asked were simple. Data
was collected using-ended and open ended questionnaires. Matrix questions were
used in the questionnaires where the questions had the same response categories. The
respondents were asked to make judgment in terms of sets of ordered categories. Each
of the response that accompanied these categories represented an intensity of the
response category so that the higher the number the more intense the response. The
design used was in form of questionnaires for the staff to be able to weigh different
view about training and discipline among the employees. The questionnaires were
hand delivered and response obtained the following day. The closed ended
questionnaires were used to avoid irrelevance. The open ended questionnaire was
used in order to allow freedom of expression by the respondents.
Some of the reasons why questionnaires were used since it covered a larger
population and due the sensitivity of the issues under study, questionnaires offered
some anonymity (impersonal), the method was also economical. Questionnaire also
helped reduced biasing errors that might have resulted from personal characteristics of
the interviewer. Due to the length of questions the respondents also required more
time to respond to the questions.
3.5.2 Interview
This involved the use of a set of predetermined questions. The interview was
conducted to the supervisors, trainers and members of management were asked
question pertinent to the research topic. The interview offered greater flexibility in the
questioning process this helped clarify responses and probe for additional
information. Response rates were also higher and it also allowed the selection of who
to answer what questions. Some of the problems that a raised was bias from the
interviewer, a lot of time were spent interviewing the respondent and the presence of
the interviewer might have over stimulated the respondent to an extent of giving
imaginary information just to make the interview interesting
3.7 Data Analysis
After the field work the questionnaire were checked for completeness that is to ensure
that every questionnaire is filled. To ensure consistence and uniformity, the
respondent used the same format. Data collected was analyzed using quantitative
nature and qualitative nature using S.P.S.S. (Statistical package for social science).
Quantitative data was analyzed using percentages and measure of central tendency.
Qualitative data analysis was based on the open ended questionnaire to reveal indepth information about the research variables. The findings were presented using
tables and graphs.
3.6 Validity and Reliability
Validity is the ability of the research instrument to measure and generate the intended
or desired results of the study. Cooks and Campbell (1979) defines it as the best
available approximation to the truth or falsity of a given inference proposition or
conclusion. This is the most critical criterion that indicates the extent to which
differences found with a measuring instrument reflect true differences among those
being tested. In the development of the instruments a research expert was consulted
who assisted in the framing of the questions. The external validity of the
questionnaires was achieved by the selection of a population sample that was
representative of the population. The questions asked in the instrument adequately
covered all the variables identified in the problem definition stage. The instruments
developed were compared against standard instruments used in earlier studies that
formed the baseline of the field of knowledge in which this study is relates this added
some predictive utility to the instruments. It involved the assessment and checking of
relevance questions to research objectives.
Reliability of research instrument is the ability of the instrument to give out the same
results at different places. This is the consistency of your measurement or the degree
to which the instrument measures the same way each time it is used under the same
condition with the same subject. It is the repeatability of your measurement.
Reliability was factored through test-retest method, the instrument were administered
at different times at two separate times and the correlation between the two separate
measurement and some measures put in place to ensure that the underlying condition
do not change. The internal consistency of reliability was achieved by grouping
questions in the questionnaire that measures the same concept. In this research three
questions measuring the same the same concept and after collecting the responses a
correlation will be run to determine the reliability of the questions
3.8 Ethical considerations
There has been increasing concern in the field of research about exploitation of
respondents by researchers especially on issues of confidentiality and disclosure. In
the study an official permission for participation was sought from the management of
both the organization of study. Participation in the research was by free consent where
the respondents were not forced to participate or disclose information that they felt
critical.
The participants were informed that the purpose of the study was academic, and how
much of their time the study would take. The respondents were also informed on the
purposes for which the results would be used for. Confidentiality was best guaranteed
by ensuring that nothing in the report could be traced to specific individuals. No
names of the respondent were recorded in the instruments since the respondents were
only assigned numbers and referred by those numbers throughout the research.
CHAPTER FOUR
DATA ANALYSIS AND PRESENTATION
4.1 Overview.
Data processing is basically the computation of various measures of central
tendencies and degrees of association of the various variables. In this study two
measures were done on the data. The mean responses were computed and the various
responses were correlated for the two organizations to establish any relationships.
The categories were all inclusive and mutually exclusive. In the study SPSS was used
to tabulate and correlate the information collected and MS Excel to compute the mean
responses.
4.2 Presentation of research findings
This section covers presentation of data collected by use of tables and charts showing
various frequencies by response.
4.2.1 General information.
The researcher found it necessary to establish the background information of the basis
of knowing what kind of staff the researcher is dealing wit
4.2.1 Ages of the respondents.
The researcher found it important to compare the ages of the respondents, since age
plays a crucial role in determining the work experience, job satisfaction, drug and
substance abuse and the effectiveness of the staff. Most of the employees in both
organization lie in the age bracket 25-35.Very few employees are above 40 years
which comprise 2.5% for Nyandarua county council and 3.6% for Nyahururu
municipal council. Most of the employees subjected to indiscipline are 25-35 years of
age. It is evident that the two organizations are having very few individuals who have
profound experience
Table 4.1: Ages of the respondents
Nyandarua county council
Nyahururu municipal council
Age
Frequency Percentage Frequency
Percentage
21-25
7
17.5
6
21.4
25-35
19
47.5
13
46.4
35-40
9
22.5
5
17.9
40-45
4
10
3
10.7
Above 40
1
2.5
1
3.6
Totals
40
100
28
100
Source: Author field survey 2010.
4.2.2 Gender of respondents.
The researcher sought to establish the gender of the respondent in both of the
organizations. It was established that most of the respondent were male which
comprised 55% and 53.6% for Nyandarua county council and Nyahururu municipal
council respectively. The highest number of employees subjected to training and
indiscipline are males. From the two organizations, it is evidence that they have tried
to have gender equality among the employees i.e. there is sense of equality.
Table 4.2: Gender of the respondents
Nyandarua county council
Nyahururu municipal council
Gender
Frequency Percentage Frequency
Percentage
Male
22
55.0
15
53.6
Female
18
45.0
13
46.4
Total
40
100
28
100
Source: Author field survey 2010
4.2.3 Employees qualifications
This shows that majority of employee in both in Nyandarua county council and
Nyahururu are certificate holders. Very few individuals are degree holders comprising
10% and 14.3% respectively for Nyandarua county council and Nyahururu municipal
council. A sizeable number of employees are form 4 graduates. The two organization
should put more emphasis to the staff enroll for higher levels. For organization to
achieve its goal employees ought to have at least a diploma.
Table 4.3: Employees qualification.
Nyandarua county council
Academic
Nyahururu municipal council
Frequency Percentage Frequency
Percentage
K.C.S.E
15
37.5
9
32.1
certificate
15
37.5
10
35.7
diploma
6
15
5
17.9
Degree
4
10
4
14.3
Total
40
100
28
100
qualification
Source: Author field survey 2010
4.2.4 Work experience
The researcher collected the data to ascertain the working experience of the staff since
they will determine the level of experience on the working duration of staff. It was
ascertained that the majority of employees had an experience 10-15 yrs comprising of
32.5% and 39.3% respectively for Nyandarua county council and Nyahururu
municipal council respectively. Very few employees who have an experience of more
than 15 years.30% and 25.0% of the employees have an experience of 0-5 years
showing that they have just graduated from
College
Table 4.4: Work experience
Nyandarua county council
Nyahururu municipal council
Experience
Frequency Percentage Frequency
Percentage
0-5
12
30
7
25.0
5-10
13
32.5
8
28.6
10-15
13
32.5
11
39.3
Above 15
2
5
2
7.1
Totals
40
100
28
100
Source: Author field survey 2010
4.2.5 Training in various departments;
The study found it evident that in both of the organization training was carried out to
proportionally across the various departments in the two organizations. This
comprised 57.5% and 53.6% respectively for Nyandarua county council and
Nyahururu municipal council. Very few respondents reacted negatively to this. It
therefore means that the employees are trained since it is applicable to each and every
department in the organizations
Table 4.5: Applicability of training in various departments
Nyandarua county council
Nyahururu municipal council
Frequency Percentage Frequency
Applicable to this 7
Percentage
17.5
5
25.0
to 23
57.5
15
53.6
I’ve no idea.
10
25.0
8
28.6
TOTALS
4
100.
28
100.0
department only
Applicable
others
Source: Author field survey 2010
4.2.6 Training
The relationship between training in the two organizations is positive and strong an
indication that training is administered in the two organizations. The response of 32.5
% in Nyandarua county council and 10.7 % in Nyahururu municipality is an
indication that training was going on in the two organization though very much
wanting. Nyandarua county council had more weight on training than Nyahururu
municipal council, although a large proportion, 42.5% and 39.3% of the respondents
were undecided an indication of either they had not attended training or the training
seemed irrelevant to them or the training simply put did not value the training
Table 4.6: Response on Training
Nyandarua county council
Nyahururu municipal council
Frequency Percentage Frequency
Percentage
S.A
4
10.0
1
3.6
A
13
32.5
7
25.0
U
17
42.5
10
39.3
D
3
7.5
8
35.7
S.D
3
7.5
2
7.14
Totals
40
100
28
100
Source: Author field survey 2010
4.2.7 Alcohol and substance abuse
The correlation between the two organizations is positive and strong 0.729 meaning
drug and substance abuse is common in the two organizations. It also emerged that
drug abuse is more rampant in Nyandarua county council that is 37.5% and 10.7% in
Nyahururu municipal council. This might be attributed to working condition in the
work place, work culture, incentive schemes and perhaps lack of workplace policy on
drugs and substance abuse. However a majority of respondents disagreed on
substance abuse in the work place, since drug and substance abuse is a social thing
this could be traced to the social nature of the workplace, informal work place group
where workers use the drugs during rest pause in groups or after work.
Table 4.7: Responses on Alcohol and substance abuse
Nyandarua county council
Nyahururu municipal council
Frequency Percentage Frequency
Percentage
S.A
4
10.0
2
7.14
A
15
37.5
7
25.0
U
5
12.5
3
10.7
D
11
27.5
11
39.3
S.D
5
12.5
5
17.9
Totals
40
100
28
100
Source: Author field survey 2010
4.2.8 Sexual harassment
Sexual harassment in the two work places is positive and strong meaning that
employees in the two work areas are conversant with sexual harassment. Nonetheless
a large proportion of employees in both the two areas were undecided either they
found the topic unwelcoming or very obvious. A large proportion also disagreed with
sexual harassment. The data analysis revealed that the issue was more of personal
than a workplace concern for the staff.
Table 4.8: Responses on sexual harassment
Nyandarua county council
Nyahururu municipal council
Frequency Percentage Frequency
Percentage
S.A
1
2.5
1
3.6
A
3
7.5
2
7.1
U
14
35.0
10
35.7
D
11
27.5
8
28.6
S.D
11
27.5
7
25.0
Totals
40
100
28
100
Source: Author field survey 2010
4.2.9 Tardiness
The data collected indicated high levels of tardiness in both organizations of 40% and
42.9% for Nyandarua county council and Nyahururu Municipal council respectively.
The relationship between the two organizations is positive and strong an indication
that tardiness is common in the two work areas. In both organization still, many
respondents remained undecided in this issue probably feared responding or saw
tardiness as an obvious work place practice. Employees have to be made aware
through appropriate training on the vice of go slow. The responses ranged from
undecided and agreeing with mean response of 3.65(undecided) in Nyahururu
municipal council and in Nyandarua county council 2.65 (agree) meaning they were
torn between accepting and declining.
Table 4.9: Responses on Tardiness
Nyandarua county council
Nyahururu municipal council
Frequency Percentage Frequency
Percentage
S.A
4
10.0
4
14.3
A
16
40.0
12
42.9
U
13
32.5
9
32.1
D
5
12.5
2
7.1
S.D
2
5.0
1
3.6
Totals
40
100
28
100
Source: Author field survey 2010
4.2.10 Corruption
The correlation of corruption in the two areas is positive and strong with a large
percentages of 42.5% and 64.29% in Nyandarua county council and Nyahururu
employees agreeing on it existence in the two work areas . However a significant
proportion of respondents in the two organizations disagreed to either have witnessed
or engaged in corruption with a large percentage of respondent coming from
Nyandarua county council. Such high rates may be due to the high rates of alcohol
and substance abuse; issues of work place incentives or management fail to address
the issue through training. From the analysis s more apparent that corruption is
slightly higher at Nyandarua county council and Nyahururu municipal council. It is
evident that the employees have not yet been sensitized on this issue. Proper
mechanism should be put in place to address this issue since
Table 4.10: Responses on Corruption.
Nyandarua county council
Nyahururu municipal council
Frequency Percentage Frequency
Percentage
S.A
1
2.5
1
3.6
A
17
42.5
18
64.29
U
8
20.0
5
21.4
D
11
27.5
3
10.7
S.D
5
27.5
1
3.6
Totals
40
100
28
100
Source: Author field survey 2010
Figure 4.0: A graphical presentation of the responses
Source: Author field survey 2010
4.3 Interpretations of the finding and answers to the Research Questions
Once the data had being manipulated the next stage was to answer the research
questions. The research questions which formed the basis of the research study were
tested against the data collected through correlation method in an attempt to establish
any possible relationship. Training the independent variable the study was correlated
against each dependent variable and a conclusion was made
These correlations of training and the four variables helped answer the research
questions developed in the initial stage of the study. The research questions tested
were;
i) Does the level of training affect corruption tendency?
ii) Does the level training affect substance abuse at the workplaces?
iii) Does the level of training affect employee tardiness?
iv) Does the level of training affect sexual harassment at work place
The relationship between training and alcohol substance and alcohol use is positive
and low meaning that training only plays a small role in curbing substance abuse. It
suggests that the training does not address substance abuse in totality. This therefore
implies that training levels does not influence alcohol and substance abuse. Substance
abuse may be as a result of others forces such as work place pressure and other
personal factors that to a large extent cannot be addressed by training.
The relationship between training and sexual harassment is high and positive
implying that training is an adequate a tool used to address sexual harassment in the
work place. Another reason might be related the legal requirement that employers
draft sexual harassment policy in the workplace and a mandatory training of the staff
on the same
The relationship between training and tardiness is positive and high in both the
organizations. This suggests that the training programmes have a great impact on job
attendance and performance. This may be due to increased job satisfaction due to
increased skills and competences to do job and more knowledge of the organizations
objective and purposes enhanced by the training programs being offered in the two
organizations.
The relationship between training and corruption is positive and low. From the
responses obtained from the two organizations its evident that training has not
addressed corruption. Employees in both the organization agreed to have engaged or
witnesses corruption. Corruption rate in the two organizations is high and the
correlation of training and corruption is an indicator that training cannot address
corruption or that the two organizations training programmes are not directed to its
eradication. Other causes of corruption may be present for example those related to
poor wages and salaries,
lack of organizational guidelines on corruption,
management’s laxity or involvement in the vice themselves, work place culture or
from the social environment such as the high corruption rates in the country. Training
cannot address corruption as corruption will also require a change of attitude, culture
and mindset
Table 4.11: Correlations of the variables
Sexual
harassment
Pearson Correlation
1
Sig. (2-tailed)
Alcohol
Corruption
Tardiness
Training
.511
.419
.689(*)
.813(**)
.131
.228
.027
.004
10
10
10
10
10
Pearson Correlation
.511
1
.490
.348
.307
Sig. (2-tailed)
.131
.151
.324
.389
N
N
10
10
10
10
10
Pearson Correlation
.419
.490
1
-.072
.145
Sig. (2-tailed)
.228
.151
.843
.689
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
10
10
10
10
10
.689(*)
.348
-.072
1
.797(**)
.027
.324
.843
.006
10
10
10
10
10
.813(**)
.307
.145
.797(**)
1
.004
.389
.689
.006
10
10
10
10
Sig. (2-tailed)
N
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).
Source: Author field survey 2010
CHAPTER FIVE
5.0 CONCLUSION
The finding of the study revealed that training in isolation cannot address indiscipline.
Indiscipline appeared to be influenced by individual factors as well as organizational
factors. It was evident that predictor variable that were reinforced by societal norms
and people religion were rated low with staff from the two organizations having a
positive orientation toward them. The presence of sexual harassment policy as a
requirement by the law and the influence of moral laws made staff voluntarily move
in the right course.
Employees saw corruption as a way of life and as a survival tactic, corruption and
from the data it was evident that a good percentage of the staff engages in corruption
or has witnessed it in the work place. Employees are therefore induced by factors
outside the organization to engage in corruption such the high corruption index in the
global front and partly by organization factors such as pay. Training in the work place
10
alone is not sufficient but a prerequisite, hence the need for the management to devise
alternative ways and measure to enhance discipline such as organizational rules,
policies, group norms, discipline incentive such as reward and developing an
organizational culture of discipline where discipline is everyone’s concern and
responsibility. The staff did not attach much importance to the training or else lacked
enough opportunities to practice what they had learnt. Training if well developed and
managed can control cases of tardiness and drug abuse. Tardiness and drug abuse
largely was identified to be contributed by low pay working condition laxity, poor
supervision and related social problem. Bearing in mind the bureaucratic nature of
public institution that supervision almost impossibility, this can be cited as one of the
reason of high rate of corruption and tardiness. Training and proper supervision were
identified as appropriate ways to address the two work place problems.
From the analysis it was evident that management needs to dedicate more effort and
resources on training in particular drug and substance abuse and corruption which
rated the highest. Employees need to be conversant with the need of training and
should also be motivated to ensure that they internalize training as precursor to
increased performance.
Management should also create learning organization where employees are in a
process of continuous development and they should stop viewing training as a way to
increase organizational productivity or do it to meet minimum legal requirements for
training. Management should realize the importance of a trained and disciplined work
force as a source of competitive advantage.
Employees were not motivated need to be motivated i.e. manger should ensure that
work itself become a motivator to the employees. The main purpose of training is to
determine to the best of a managers’ ability the facts surrounding misconduct in the
workplace. As a result, training investigations by their very nature should be
conducted in a fair and objective manner. The need for objectivity is further
reinforced by the fact that in a workplace, employees have the ability to grieve
training that is issued to them.
It can be concluded that good training and well defined disciplinary action in place
makes employees willing to perform their work to the best, hence improving
productivity of the organizations.
CHAPTER SIX
5.6 RECOMMENDATION.
1. The training programmes needs to be redefined and broadened to address all
pertinent issues of the work place
2. Training should be done at regular intervals and evaluation done on
continuous basis to enable constant evaluation of its effectiveness.
3. The organizations should stop focusing training specifically on increased
organization productivity. They should as well focus on the long-term
development and usefulness of the employees.
4. Employees need to internalize the importance of training both for the
organization and the individual employee. Organizations need staff at all
levels to be more self-sufficient, resourceful, creative and autonomous.
5. There is the need to establish formal and informal work groups in the work
place. Employees will be more responsible for their social life and discipline
through group norms.
6. Employees need to be involved more in the designing and implementation of
training programmes in the work place
7. The two organizations also need to establish counseling centers where
employees can attend voluntarily or those who show adverse behaviors should
be referred since most of the issues addressed need to be handled at individual
level.
8. Corruption eradication measures need to be redrafted and enforced strictly
9. Management should also lead by example in the fight against corruption
substance abuse and tardiness. They should be the role model
10. There should be regular forums to address work place issues between the
management and staff.
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