Employee Training and Performance Impact

This assignment focuses on evaluating the effectiveness of training programs implemented by Iceland Supermarket. It explores how organizational policies, training methods, and employee development initiatives influence employee performance, job satisfaction, and career growth within the organization. Responses from employees at different levels provide insights into their experiences with training programs and their impact on various aspects of work.

Dissertation
Identifying the benefits of training and
development for employees: A case study on
Iceland Food company
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ACKNOWLEDGEMENT
There are so many people who supported me in preparing the study and I would like to
extend my thanks to all those people. I have acquired immense support from them during the
research work; hence because of all their support only it became possible for me to complete the
entire study. Hence, I am grateful to everyone who helped me in preparing this study.
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ABSTRACT
Training program and sessions focuses on employee efficiency and capabilities which are
generally linked with organizational performance standards. Training is considered as a process
which help the individual to acquire knowledge, improve the skills and increase the
competencies according to specific roles and responsibilities. The research herewith aims at
identifying the benefits of training and development for employees, therefore, Iceland Retail
Company is selected to find out the facts. The study attempts to attain the objectives which are,
to ascertain importance of training and development for employees, to identify the impact of
training on employee attitude towards performance, to determine various methods of training for
the employees of Iceland Retail Company and to assess factors that affect employee
performance.
For this investigation, epistemology research philosophy has been adopted along with
inductive approach has been selected to move from specific to general findings. Including this,
data have been collected from both the sources such as primary and secondary sources. Interview
and survey method are used to collect the information for which a well-structured questionnaire
has been used to gather information from employees whereas interview is used to gather data
from managers. The sample size of the present investigations are 150 employees and 10
managers of Iceland Company. Data analysis is carried out with the help of Statistical package
for social science (SPSS) version 20 is a tool, which is an quantitative tactic however, interview
data is analysed using thematic methods which is a quantitative tactics, hence, and both
qualitative and quantitative tactics are used for data analysis. The results of analysis shown that
training is beneficial for individuals as well as organizations and it facilitates employee
engagement, employee motivation and organizational success. It has been, further evident that
employees of Iceland wants to have on the job trainings methods. The employees of Iceland
should be offered with on the job trainings on regular basis i.e. quarterly and monthly.
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Table of Contents
Acknowledgment ............................................................................................................................2
Abstract ...........................................................................................................................................3
Chapter 1 .........................................................................................................................................7
Introduction .....................................................................................................................................7
1.1 Introduction............................................................................................................................7
1.1.1 Purpose ....................................................................................................................7
1.1.2 Topic Area................................................................................................................8
1.2 Research Background............................................................................................................8
1.3 Aims & Objectives.................................................................................................................9
1.3.1 Aim...........................................................................................................................9
1.3.2 Research question.....................................................................................................9
1.3.3 Objectives:................................................................................................................9
1.4 Structure of the research........................................................................................................9
Chapter 2 Literature Review .........................................................................................................11
2.1 Overview..............................................................................................................................11
2.2 Significance of training in the industry................................................................................11
2.3 Impact of training on employee performance and productivity...........................................15
2.4 Factors that affect employee performance...........................................................................18
2.5 Methods of training..............................................................................................................19
2.6 Conclusion...........................................................................................................................20
Chapter 3 Research methodology..................................................................................................21
3.1: Introduction.........................................................................................................................21
3.2: Research Philosophy...........................................................................................................21
3.3 Research approach...............................................................................................................22
3.4 Research methods................................................................................................................24
3.5 Research strategies...............................................................................................................24
3.6 Data collection.....................................................................................................................26
3.7 Research design..................................................................................................................27
3.7.1 Development of research instruments....................................................................28
3.8 Population............................................................................................................................29
3.8.1 Sampling methods..................................................................................................29
3.9 Validity and reliability.........................................................................................................30
3.10 Ethical issues related to the study......................................................................................30
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3.11 Data analysis......................................................................................................................31
3.12 Research Limitations ........................................................................................................31
3.13 Conclusion ........................................................................................................................32
Chapter 4: Results and analysis ....................................................................................................33
4.1 Introduction..........................................................................................................................33
4.2 Statistical approach..............................................................................................................33
4.3 Research planning and data screening.................................................................................33
4.4 Data analysis........................................................................................................................33
4.4.1 Analysis of quantitative data..................................................................................33
4.4.2 Analysis of qualitative data using emerging theme .........................................................51
4.5 Comparative study of literature review and research findings ...........................................54
4.6 Validity and reliability.........................................................................................................54
4.7 Generalisability....................................................................................................................54
4.8 Limitations and Further research.........................................................................................55
4.9 Conclusion...........................................................................................................................55
CHAPTER 5- CONCLUSION AND RECOMMENDATION.....................................................56
5.1 Introduction..........................................................................................................................56
5.2 Summary of research...........................................................................................................56
5.3 Relation with research objectives........................................................................................56
5.4 Limitations and future researches........................................................................................58
5.5 Recommendations................................................................................................................59
5.6 Conclusion...........................................................................................................................60
References......................................................................................................................................61
Appendix 1.....................................................................................................................................65
Appendix 2.....................................................................................................................................69
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Index of Tables
Table 1: Gender demographics .....................................................................................................34
Table 2: Age factor........................................................................................................................35
Table 3: Working time period........................................................................................................36
Table 4: Working status of employees...........................................................................................37
Table 5: Employees got training during the induction period.......................................................37
Table 6: How employees got selection for the training session.....................................................38
Table 7: Duration individual prefer to conduct training in Iceland...............................................39
Table 8: Methods of training methods are frequently used in the organization............................40
Table 9: Factors affecting your performance in the individuals ...................................................41
Table 10: Ratings for training and development of the company..................................................42
Table 11: Training is advantageous for employees.......................................................................43
Table 12: Training and development contributes in employees career growth.............................44
Table 13: Development and training programs improves employee performance level and self-
efficiency level...............................................................................................................................45
Table 14: Effective method of training..........................................................................................46
Table 15: How long you have been working at Iceland * Duration you prefer to conduct training
in organizations Crosstabulation....................................................................................................48
Table 16: How long you have been working at Iceland * factors affecting your performance in
the organization Crosstabulation....................................................................................................49
Table 17: How long you have been working at Iceland * development and training programs
improves your performance level and self efficiency level Crosstabulation.................................50
Table 18: Duration you prefer to conduct training in organizations * effective method of training
........................................................................................................................................................50
Table 19: Did you get training during the induction period * How you got selection for the
training session Crosstabulation....................................................................................................51

CHAPTER 1 INTRODUCTION
1.1 Introduction
Training and development plays vital role in the organization because it helps the
business organizations to enhance the effectiveness of employee performance which further
assists in achieving all the aims and objectives. The level of competition has been increasing in
the competitive world; thus employers are focusing more on employee performance and
efficiency level (Khandekar and Sharma, 2005). Training is regarded as an imperative
investment for the business entities which helps in getting prominent return for longer period.
1.1.1 Purpose
Training is essential for the purpose of eradicating all the loopholes and gaps prevailing
in the business and this also inspire the workforce to contribute more in organizational growth
and development. It is also concerned as significant function of human resource management
which aims to improve performance and productivity of the organization (Lucero and Allen,
2006). For human resource development, organizations have to ensure that developing activities
are properly implemented in the business and which is also working for workforce efficiency
enhancement. Training should always be organized according to the organizational aims and
objectives and that must match the industry standards.
1.1.2 Topic Area
The main area of the investigation is to research into the training methods and their
implications on employee performance. The aim of study is to find out the benefits of trainings
which is a core area of research, requires in-depth analysis of benefits of trainings for employee
performance, it terms of productivity, improving customer satisfaction in the retail industry.
However, the research is associated with the retail industry, hence, covered the theoretical
background of trainings and development. To increase the productivity, training are to be
imparted to the individuals, but, there is also a need to retain well trained and motivated
employees.
1.2 Research Background
1.2.1 Background
Iceland has been chosen as a case study because it is operating business on relatively
large scale; thus researcher has the possibility of collecting wide range of data. Apart from this,

researcher has also focused on employee satisfaction, employee performance and employee
motivation aspects. The present study is suitable for all those researchers and scholars who wish
to conduct research work in the same field. Employee efficiency as well as service quality both
have direct relationship with organizational performance and both are beneficial for achieving
competitive advantage. Thus, the study has been focusing on the reasons for which organizations
develop the potential of employees.
1.2.2 Rationale
Training is related to employee development in which workforce enhances their
competency level and at the same time, it assists them to improve their performance level. It
chiefly contributes in retail sector. The subsequent research work is useful because it is depicting
insights about the training and development for the employees. In the present study, the
researcher has used diverse techniques and approaches so as to conduct the study in prominent
manner.
1.3 Aims & Objectives
1.3.1 Aim
The present research study has been conducted with the aim of identifying the benefits of
training and development for employees: A case study on Iceland Retail Company.
1.3.2 Research question
 What is the importance of training and development for retail industry?
 What are the impacts of training on employee attitude towards performance?
 What are the factors that affect employee performance?
1.3.3 Objectives:
 To ascertain importance of training and development for employees.
 To identify the impact of training on employee attitude towards performance.
 To determine different methods of training for the employees adopted by Iceland Retail
Company.
 To analyze the factors that affect employee performance.
 To recommend the ways through which training and development aspects can be
improved.

1.4 Structure of the research
The current research study has been attempted in a systematic structure and this also aids
in minimizing constraints and obstacles (Axinn and Pearce, 2006). At the time of attempting the
study, researcher has determined all the chapters that will be included in the research work.
Investigator has also given huge importance to the description of research questions and aims
and objectives so that the entire work can be completed in adequate manner. The most important
sections of the dissertation are literature review and research methodology which have been
completed in suitable manner. The format of the research study has been included in the below
mentioned section: Chapter 1 Introduction: This section has included background of the research topic
along with the rationale of the study (Marlow, 2010). Chapter 2 Literature Review: Literature review is prepared through secondary research
in which researcher uses research work of different authors and scholars. Literature
review shows that researcher has borrowed some work from other literature work.
Discussion is made regarding the subject matter and the entire section is completed
through critical writing. Chapter 3 Research Methodology: In research methodology, researcher uses different
methods and techniques so as to reach towards the aims and objectives (Crowther and
Lancaster, 2012). The section has included research philosophies, approaches, sampling,
ethical aspects and limitations. Chapter 4 Data Analysis: The section of data analysis plays crucial role in the research
study because herein, investigator evaluates the responses of respondents through
appropriate techniques (Daniel and Sam, 2011). Further, the software of SPSS is also
applied in the study so as to evaluate the responses in adequate manner.
 Chapter 5 Conclusion and Recommendation: This is the last chapter of the research
study that summarizes the entire work along with the problems that have been observed
at the time of completing the study (Goddard and Melville, 2004).

CHAPTER 2 LITERATURE REVIEW
2.1 Overview
Literature review is considered as one of the most important chapters in the dissertation
as it helps the researcher to critically analyse the topic through different secondary sources. The
chapter of findings and analysis is dependent on this section as viewpoints of different authors
and scholars are included (Neergaard and Ulhoi, 2007). The present section of literature review
is focused on the area of human resource management for which, secondary analysis is made into
the significance of trainings and their impact on employee performance and productivity. Along
with this, the section deals with researching on factors that affect employee performance.
Various literature and studies carried out by different authors including Willis, Ronau , Robinson
and Bawden, Clark, Amagada, Lyons, Corapi, Khandekar, and Sharma etc and their viewpoints
have been made. Along with this, methods of training has been explained in the present section
2.2 Significance of training in the industry
Training is considered as a process which help the individual to acquire knowledge,
improve the skills, and increase the competencies according to specific roles and responsibilities.
Training sessions always have specific goals which helps in increasing the efficiency and
capacities and performance of an employee (Willis, 2011). In order to augment the efficiency of
the employees, retail organizations generally organize training sessions for short time period so
that employees can get ready attend the same. Ronau (2012), contended that employees of retail
industry should be skilled and talented as they are entitled to directly communicate with the
customers. On the other side of this, Robinson and Bawden, (2002) has explained that hiring
skilled and talented workforce is not an easy task for managers as such kind of human resources
are available in very less amount. Furthermore, companies are also required to place huge
amount of efforts and resources in training of employees in order to make them more
competence and productive. This increases overall cost of operation and lower down profit
margin.
In such respect, Amagada (2006), contended that with the help of training, efficiency of
employees can be encouraged; but changes cannot be made in personal traits and characteristics.
However, Köksal (2006), argued that training is not only essential in improving skills of
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employees; but also it aids in developing many attributes in employees of retail industry. This
includes enhancing confidence level productivity and efficiency of employees. At the same time,
with the help of training, employees become the most important sources for the organization.
Training is vital so that sales representatives of retail entity could comprehend different
ways through which customer satisfaction can be derived (Khandekar, and Sharma, 2005). All
the staff members of retail entity should have to communicate properly with the customers so
that to create company's good impression on customer's mindset. According to the viewpoints of
Amagada (2006), training sessions are organized in the retail entities as this helps the employees
to meet all the needs of employees with improved service provision. For example training
session enhances communication skills which supports in understanding customers demand and
delivering them with more satisfactory products and services. On the other side, Milner, (2001)
has argued that providing training sessions to employee is not an easy task and organization are
required to deal with lots of issues and challenges. One of the major challenge among all is to
understand the training needs and learning style of all workers. Business scenario of retail
industry has been changing; therefore accordingly needs and preferences of customers are also
transforming (Köksal, 2006). Thus, in order to meet needs of clients, employees must develop
the competence to acquire customer satisfaction and this can be achieved with the help of getting
training on diverse grounds. Training sessions are also organized in retail entity so that
customers can develop optimistic perception regarding company's products and services.
Considering this, it can be said that in an ever changing corporate world, there is
enormous value in organizing proper training and development sessions for the employees of
retail industry because it provides a chance to acquire sharpen their skills and perform better
functions according to organizational aims and objectives (Robinson and Bawden, 2002). In
today’s fast paced world, continuous learning is an essential aspect to success; thus individuals
need to learn to succeed in life and in work. Considering this, business entities needs to ensure
that their employees continue to learn, so that they can maintain competitive advantage (Milner,
2001). Training is not only essential in the areas of sales enhancement; but also it assists in
developing safe and secure environment at the workplace. As per the view of Willis, (2011)
training is essential in retail entity because that aids the company to depict the concern towards
employee development. On the contrary of this, Throop and Castellucci, (2009) have argued that
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excessive and continuous training can results in creating dissatisfaction among workers and also
lower down overall effectiveness of employees. Thus, it helps the employees to become more
productive and loyal towards the organization. Imparting training not only aids in enhancing
employee efficiency; but also it ensures that employees are contributing in achieving all the
organizational aims and objectives (Throop and Castellucci, 2009). Development is more about
enhancing capability of the individual and it also concentrates on broader skills that can be
applied to various situations. Training makes the employees competent and this also aids them
to deliver prominent services to the clients; therefore as a result, company's success is dependent
on this aspect. However, it can be critically evaluated that continuous training sessions carried
out for long run can results inn increasing the level of stress among workers. This further results
in affecting entire productivity, effectiveness and core competencies of all staff members
(Steinberg, Parmar and Richard, 2006). It is vital for the employees of retail industry to engage
and involve the employees in adequate manner as through that only, aims and objectives can be
acquired. With the help of training and development, employee participation can be increased
and through this roles and responsibilities can be prominently delegated among organizational
people. On the other hand, they will be provided with job satisfaction. Thus, due to proper
assignment of roles and responsibilities, employees consider themselves as more valuable and
useful resources and as a result, they start contributing in achieving organizational aims and
objectives, hence satisfied with their job (Robinson and Bawden, 2002). The relationship
between acquiring new skills and job satisfaction is not straightforward, however, it goes in a
different aspect but is distinction between general and specific skills. The general skills provided
to the individuals are likely to raise job satisfaction as it becomes easier to move the jobs where
satisfaction is higher. On the other hand, specific skills also bind people in a firm and may.
Nonetheless, it is required for business to match individual skills and levels of education
with job requirements which can be provided only through imparting new skill in the form of
training. The lower job satisfaction is a result of low level of trainings provided to individuals.
As per the view of (Fante, 2008), training sessions are essential for employees because it makes
them aware about the latest development in market and also provides them with chance to gain
information related to changing customer trends in the market. An individual always wants
growth in terms of increasing its performance from its existing job. On the other hand, it can be
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argued that training can also result in loss of interest of employees in he Job. Unwanted and
excessive training may encourage worker to quite their job and search for better alternative in
terms of employment. However, on the other side, employees acquire various benefits from
employee engagement and participation. Employers as well as top management feel more
strengthened when all the employees support them.
Training and development is a vital element of retail business if the value and potential of
the human resources is to be harnessed and grown. In today’s business climate where industries
are experiencing issues such as staff shortage and lack of skilled workforce, training plays major
role in underpinning the organizational roles and responsibilities (Khandekar, and Sharma,
2005). Training is most of the times considered as useful for only new employees; however this
is not true as experienced employees also needs to undergo with training so that they can
contribute in organizational aims and objectives.
Employee involvement in organizational work practices is more beneficial because that
helps in developing innovation and creative aspects (Lyons, 2011). As per the view of Fiegen,
(2010) Training encourages employee capability which helps them to become crucial part in
organizational decision making process. For a retail entity, training sessions are considered as
highly important because that encourages customer satisfaction ratio along with customer base
(Amagada, 2006). Workforce flexibility is yet another benefit that can be acquired from
organizational training and development. Sometimes businesses prefer to provide on the job
training to all their workers with an objective that it will result in lowering down the overall cost
of operations. However, Amagada, 2006 has argued that in retail industry, the use of methods
such as on the job training can results in lowering down entire productivity of workers aw as
instead of doing their respective work, employees start learning new things.
2.3 Impact of training on employee performance and productivity
Training and development plays crucial role in employee and organizational
performance; thus training sessions should be organized on consistent basis in retail industry
(Bunnell and et.al. 2000). In the contemporary scenario, retail companies are accentuating on
developing innovative and creative training modules so that employees can comprehend the
significance of effective service delivery. According to Ronau, Rakes and Niess, (2012) it has
been analyzed that training has a great influence on employee productivity and performance and
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this also helps them to get recognition from the management. Training has a direct relationship
with employee performance and motivation aspects and this can be explained with the help of an
example (Clark, 2010).
In terms of impact of training, it can be said that employees develop from training
sessions which also assists them to augment organizational productivity. Besides this, there are a
number of factors that affect growth and development aspects of the organization (Corapi, 2012).
While developing organizational resources, it is essential for the retail business entities to
consider the value of training and development session because it assists in improving
productivity and performance dimensions (Fante, 2008). Moreover, employees working in retail
industry learn diversified aspects related to their current job profiles through training and
development aspects. Thus, it aids in developing knowledge and attitude of the employees.
According to Corapi (2012), Training implies in all those areas which are essential in
enhancing quality aspects of the retail organization and which also improves employee behaviour
and attitude towards the job. With the help of training, knowledge can be imparted to the
employees regarding different issues in the organization (Willis, 2011). However, in order to
succeed, training and re-training of all staff in the form of workshops, conferences and seminars
should be dynamically organized in the business entities.
Training and development helps the employees to perform all their job roles and
responsibilities in prominent manner and the same also assists in identifying the areas of
improvements and modifications (Khandekar, and Sharma, 2005). As per the views of
Khandekar (2005), it has been identified that training is regarded as a tool through which gaps in
performance and employee efficiency in retail industry can be identified and filled up with
appropriate techniques. The Köksal (2006), further added that with the help of training and
development, organization can identify the level at which they are operating business in the
competitive market place (Köksal, 2006).
With the help of training and development, effectiveness of staff members can be
enhanced; therefore issues related to absenteeism and employee turnover can be reduced at retail
entities (Lucero and Allen, 2006). In this regard, the employees are evident with improving job
satisfaction and some employees attend training session for acquiring the skills for of satiating
the needs and demands of clients and this also helps them in developing numerous capabilities to
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perform the job roles. Training programs should be consistently organized because that delivers
range of benefits along with providing job satisfaction to the customers. However, the most
crucial aspect of training is that employers as well as trainers have to inform the employees in
advance regarding the establishment of training session. Thus, this will help the people to make
themselves aware about benefits of training aspects (Lyons, 2011). Planned training is
considered as more purposeful because that reduces extra and operational costs of the retail
business entity in different organizational practices.
While organizing training session, retail organizations have to confirm the aim and
objectives of the training as through that suitable modes can be applied while imparting training
(Milner, 2001). Proper schedules should be organized by the trainers regarding selection of
venue, dates and timings and areas to be covered in such sessions. There are three basic levels on
the training can be organized such as strategic level, tactical level and operational level.
Employees working at strategic level needs to attend training sessions so that they can meet all
the organizational aims and objectives in appropriate manner (Pike, 2003).
2.4 Factors that affect employee performance
As per the viewpoints of Lyons (2011), there are several factors that affect employee
performance such as leadership, organizational working conditions, motivational benefits and
support from the team. Team work is important for the employees of retail industry because it
helps them to manage all the complex work aspects in prominent manner and as a result, it also
reduces work load (Randhawa, 2007). When people work together, they get more support from
the team mates and as a result, they manage their work aspects in proper manner. Working
together helps in completing the projects and tasks on time and this also increases the efficiency
of work aspects. Team work is also beneficial for facilitating open communication between staff
members; thus it generates more opportunities of meeting organizational aims and objectives.
However, team work has a basic problem in which difference of opinion creates more issues
among team players (Regis, 2008).
The employers are also required to provide motivational benefits to the employees so that
they can perform in competitive manner and this has a direct impact on their performance level
(Robinson and Bawden, 2002). Thus, in such context, monetary, non-monetary benefits and
rewards can be provided to the employees so that they can contribute more in growth and success
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aspects. There should be suitable criteria for performance management and according to that
performance of employees in retail industry should be evaluated. This is also vital for setting
appropriate criteria for organizational work practices.
Leadership is the prominent aspect for retail organization where in leader gives specific
direction to the followers regarding the achievement of aims and objectives (Khandekar and
Sharma, 2005). Employee behaviour, perception as well as attitude, all the aspects are directly
impacted due to organizational leadership. There should be mutual understanding between
leaders and followers and that can be done through involving them in organizational decision
making process. Leaders must have the capability to lead and the person should also possess the
ability to motivate the employees on higher extent.
Five factor model and job performance
The five factor model of personality in the workplace shows correlation between
elements of five factor model and job performance. However, on the other hand, the model does
not clearly represent the categories of job that influences employee performance. However, with
many research studies, it has been found that there are variety of trait dimensions that influences
employee performance and that certainly have a negative effect on job satisfaction level. Several
authors said that the model is most likely associated with social aspects of the workplace rather
than an individual's ability (The Five-Factor Model of Personality in the Workplace, 2004). As
per the model, cognitive ability is the major factor in job performance. However, author also said
that there is a impersonal relationship between employee and employer; hence the model is not
suitable for larger organization. In a smaller company, relationship between employer and
employee is must more personal; thus in this case a non-favourable personality could have a
large effect on a person's job performance. Leadership, organizational environment and
personality difference are some of the ways which affect employee performance and job
satisfaction. Therefore, presence of such dimensions impedes employee's capabilities and affects
their individual opinion.
2.5 Methods of training
The methods of training can be categorized into basic two types such as on the job and
off the job which further includes different modes for employee training and development. The
views of Richard (2006), contends that, creative training session should be organized so that
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employee working in retail industry can be persuaded towards such sessions. Verbal as well as
non-verbal modes can be adopted for employee training (Steinberg, Parmar and Richard, 2006).
Thus, the method of audio – visual conferencing can be used so that to take ideas from all the
present trainees. This lies under the category of off the job training modes.
On the job training as well as off the job training both are necessary for the employees
since this aids them to conduct all their roles and responsibilities in proper manner. The method
states that training can be given to the employees during the working hours; however employers
can also conduct such sessions at weekend times or after finishing working hours (Throop and
Castellucci, 2009). This would not affect existing practices and employees will also get time to
attend such sessions. Role plays, management games are some of the methods that could be used
while imparting training to the employees of retail industry. According to the training schedule,
it is vital for the trainers to guide the trainees in prominent manner for increasing the level of
learning. Behavioural methods are more often used to give practical training. Training can also
be provided through experienced employees who have deep knowledge about the work profile.
Expert opinion and advice could reduce the challenges faced by employees at initial level
(Timofeevich and Zhong, 2006). Other than this, coaching is also one of the suitable methods
that can be adopted to provide essential information to the employees in respect of any task or
job role (Willis, 2011).
2.6 Conclusion
Summing up the study, it can be said that human resource department of the organization
needs to demonstrate the concern towards employee training as that is one of the prominent
sources of employee motivation. According to the study, managers of the organization have to
show greater concern towards organizational culture so that work processes can be managed in
adequate manner.
In terms of research gap, it can be stated that training and development program offer
several kinds of benefits, majority of businesses operating in the retail sector are not aware of its
advantages. Furthermore, the gap here is related to different types of effective factors which can
be used by the industry to train their employees and make them more productive. This research is
going to explore areas such as factors effecting employee productivity, significance of
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continuous training and development, different type of training methods which can be used by
organizations in the retail industry.
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CHAPTER 3 RESEARCH METHODOLOGY
THIS CHAPTER NEED LOGICALLY RIGHT SUCH AS
1 CRITICALY REALISM PHYLOSPHY
2 INDUCTIVE APPROACHES
3 EXPLORATORY
4 MIXED METHOD (QUANTATIVE & QUALATATIVE)
PLEASE MAKE IT ALL RETAIONAL WITH CRITICALY VIEW NOT
DESCRAPTIVE
METHODOLOGY second marker comments supervisor said solve it
.You state the online survey is an important method. Firstly, you need to offer a rationale for
why undertaking a survey per se is most relevant to your particular research i.e. collecting
quantitative data. You state the benefits of doing a case study but this has not been underpinned by
any reading in research methodologies e.g. Yin's book 'Case Study Research: Design and Methods
(2014)'. I would be expected at masters level that you should be familiar with this. How were
the Iceland managers recruited for the survey? Much more detail is needed here. When were
they recruited? At what level of management were they? i.e. store managers? The kind of data that
was collected is confusing. It is stated that questionnaires were used/survey undertaken and
SPSS used to analyse the data. However, it is also stated that data was qualitative - some revision
is needed here to make it explicit what kind of data was collectedThe chapter gives no indication of
the content of the data collection tools i.e. what was asked of the respondents? If this is not offered,
the examiner cannot assess whether any theory has been tested Limitations - more could be offered
here i.e. limitations associated with collecting qualitative data; limitations associated with collecting
quantitative data. The data is limited as it was collected from one company only within the retail
industry i.e. limitations associated with undertaking case study research.
sup comments
The most serious issue here relates to your Methodology chapter. You claim to adopt a
positivist philosophy to your primary research, and then state:
please see
19

Supervisor comments; . Adopt a different philosophy (Critical realism? ) and work
inductively. This might be more practical as and investigative approach, given that you have
already conducted your primary research.
Through meeting
SUPERVISOR SAID DUE TO SHORTAGE OF TIME YOU CAN NOT TEST
HYPOTHESIS AND GO FOR CRITICAL REALISM PHILOSOPHY,INDUCTIVE
RESEARCH APPROACH AND RESEARCH DEGINE EXPLORATORY AND
MIXED METHODOLOGY (QUANTITATIVE AND QUALITATIVE) AND IT HAVE A
LOGIC BCS THROUGH IT CAN TAKE BOTH OPINION (INTERVIEW) AND
FACTS(SURVEY) AND PLEASE GOOGLE IT WHY CRITICAL REALISM IS
IMPORTANT due to reliability and validity as well as i am using mix method
and critical realism suitable to it and through you tube i find very good link please
have look below
https://www.youtube.com/watch?v=LVN_rTh7QaE
and we can analysed qualitative method (interview) such as emerging
theme ,different tranning mathod and 6 manager interview is looking credential
and ask question in manger interview what else you think about trainning
(through computer trainning when they off job ) such as iceland using nexues
where employees can see there planner as well as knowledge base desk where
then can find different artical and trainnings ,
manager point of ideas of doing batter this chapter
and try to put method of analysis for qualatative research as well.and please
include one cople of manager trascript in a
3.1: Introduction please change it logicaly
Research Methodology involves procedures of inquiry that are undertaken in a particular
study. It comprises of varied tools and techniques which are used for the purpose of reaching
towards aims and objectives (Marlow, 2010). Research Methodology is also considered as a
systematic and theoretical analysis of the methods that are applied to a field of study and it also
comprises the theoretical analysis of methods and principles associated with a particular branch
of knowledge (Singh, 2010). In the present dissertation, this chapter provides details about the
methodology adopted for taking the research forward, collecting data and analysing it.
20

3.2: Research Philosophy critically realism why retational logically and criticaly
CRITICAL REALISM IS IMPORTANT due to reliability and validity as well as i am
using mix method and critical realism suitable to it and through you tube i
find very good link please have look below
https://www.youtube.com/watch?v=LVN_rTh7QaE
please have a look according to it do ,below things it not looking logically right
supervisor said
Research philosophy can be split into many types such as Interpretivism, Positivism, realism etc
(McBurney and White, 2009). Positivism philosophy is universally accepted. However, on the
other hand, Interpretivism is the one in which researcher concludes the study on the basis of own
viewpoints and knowledge level (Saunders and et. al., 2009). Epistemology has been adopted in
the present study because it deals with four different sources of knowledge. Intuitive knowledge
that takes the firm of beliefs, faith and intuition and it is also based on actual facts. Another
knowledge is authoritative knowledge where in information is received from people, books and
other sources. It is highly dependent on the strength of these sources (Marlow, 2010). Further,
logical knowledge can also be acquired through proper reasoning; hence new theories can be
framed accordingly. At the same time, empirical knowledge is based on objective facts which are
determined through observation and experimentation.
It has been selected as it raises many questions regarding the scope of reality and the way
it occurs. Since, it analyses the relationship between knower and what is known; therefore this is
the reason it has been selected (Golafshani, 2003). The philosophy is neither normative or
finished; however it makes up a persistent and creative activity that can be changed or modified
over time. Along with this, it also depicts the challenges faced by researchers when they intent to
know the observed theories.
Realism is the simplest and most generalized type of objective reality and that is
completely ontologically independent. Thus, here in entities have an existence independent of the
act of perception and independent of their names (Bernard, 2011). Critical realism refers to a
philosophy of perception that states that some data is accurate and can be related to external
objects. It is also regarded as a philosophy of social science which describes an interface between
natural and social worlds. In the present study, critical realism philosophy has been used because
it is important for maintaining two very important concepts in research, namely, validity and
reliability. Also, critical realism is suitable for mix methods research. The present dissertation is
21

a mixed methods research. Therefore, this philosophy has been adopted so that the benefits of
training and development for employees can be determined. Moreover, it is better suited for case
study research. The present dissertation is case study research, hence, it is most suitable to use
critical realism philosophy. This is because mix methods research has been adopted in this study
which comprises of both qualitative and quantitative research. In order to maintain the validity of
qualitative and quantitative methodologies, critical realism was best suited. This is because it
establishes the validity of findings by providing an elaborated view of the phenomenon being
studied.
It is emerged from the vision of realizing an adequate realist philosophy of science, social
science and explanatory critique. It is a broad movement within philosophy and sociology and it
is also used in the study because began in British philosophy. The philosophy also argues the
implicit ontology of the empiricists and idealists. The philosophy also argues for a structured and
differentiated account of reality in which diverse stratification and change is essential. Thus, in
short, it can be said that critical realism argues for ontology and sometimes theoretical aspects
requires new ontology. This dynamism has become one of the major strands of scientific and
social scientific theory emphasizes on varied categories.
3.3 Research approach inductive make it retional
The chief purpose of applying research approach in the study is to obtain in-depth
analysis about the research work and also to enhance the quality of research study. Research
approach can be categorized into two types such as inductive and deductive approach and both
emphasizes on different aspects (Neergaard and Ulhoi, 2007)
In the present study, inductive approach has been selected. This approach moves from
known to unknown, simple to complex, specific to general, example to rule and concrete to
abstract. It is also regarded as a logical approach which develops thinking and observation and
along with this; it also helps in developing scientific attitude. The rationale behind selecting this
approach is that it is flexible in nature and there is no requirement of pre-determined theory in
data collection method. This approach enabled the researcher to use observed facts and data so as
to form generalizations about the ways in which training and development benefitted employees.
22

It works better in situations when the information is incomplete. It does not involve any
hypothesis; thus it is being selected. It starts the study with research aims, objectives and
questions which needs to be attained during the research procedure (Goddard and Melville,
2004). Inductive approach also allowed the researcher to generalize laws of nature. Moreover, it
has provided assistance to the researcher in defining a theory as per the research problem. Hence,
inductive arguments can be given about the subject matter through this approach (Axinn and
Pearce, 2006).
Inductive approach allowed the researcher to provide subjective reasoning through
considering diverse aspects of real life facts. Thus with inductive approach, data could be
collected and patterns could be extracted in the research study. This helped in accomplishing the
aims of the present study. According to the approach, researcher began with specific
observations and measures so as to detect patterns and regularities. Finally, this has helped the
researcher to develop valid conclusions about the benefits of training and development for
employees of Iceland Food Company.
3.4 Research methods (mix method quantitative and qualitative)
Mix methods research is a methodology for conducting research that involves collecting,
analysing and integrating quantitative and qualitative research. The rationale behind using mix
methods research is that it provides better understanding about the integration of the research
problem. Under Quantitative data, close- ended information has been included that is measured
in attitude, behavioural and performance instruments (Hoy, 2009). The analysis consists of
statistically scores where in information is collected from the instruments like questionnaire or
checklists. This is useful in answering research questions or it also plays crucial role in testing
the hypothesis.
Further, qualitative research is undertaken with the help of open ended information that
researcher usually gather from sources like interview, focus groups and observation. The analysis
of this method usually follows the path of aggregating it into categories of information. It also
presents diversified ideas that are gathered during data collection. Both the methods have been
used so that researcher can gain in depth understanding of each and every aspect. One of the
most advantageous features is the possibility of use of several means to examine the same
23

phenomenon. It has been utilized in the present study because researcher needs to be validating
the results obtained from other methods (Jackson, 2010). Here in the study, researcher wants to
consider research questions from different angles so as to clarify the unexpected findings. Using
qualitative research is highly useful to build theories; however on the other hand, quantitative
research is significant is testing the theories in better manner.
3.5 Research strategies survey facts and interview opinion
Research strategy is dependent on research questions and objectives that are available for
the research work. The categories are experiment, survey, case study, action research, grounded
theory, ethnography and archival research. Case study looks at the way a number of variables
interact with each other in order to meet the needs of current situation (Yin, 2013). Action
research is also known as participatory research as it helps in comprehending different aspects of
research (Gomm and Hammersley, 2000).
Online survey why you choosing retional
Online survey has been conducted in the present study because it is highly convenient for
the respondents to give their responses through electronic devices and tools. The time span
needed to complete the survey was shorter and because of online survey, it became helpful for
the researcher to gather data automatically. Researcher saved time as they did not have to wait
for response of the participants. Researcher has acquired responses from the participants within
the first three days of the research project. It also reduces research costs; hence responses are
processed automatically and results are also accessible at any time.
Moreover the present dissertation adopted a mix methodology. Therefore, for collecting
the data for quantitative research, survey was appropriate technique. It is a primary data
collection method for gathering quantitative data. Hence, it was used by the researcher for
obtaining information from the employees.
On the other hand, the margin of error is greatly reduced with online surveys because
participants have entered their responses directly into the system. Online survey is useful because
results derived from online survey are ready to be analysed at anytime. Apart from this, the main
benefit of online surveys for researchers is that they increase productivity by saving time. Data is
instantly available and can easily be transferred into specialised statistical software or
24

spreadsheets. Further, questions that are not related to the specific topic can be skipped
automatically through using logic features in the software.
Survey method – It can be termed as one of the most effective method which can be used
to collect information. With the help of this method, data can be collected by using different
type of close and open ended questions.
Interview- It is another effective method which can be adopted to collect data on a
particular topic under investigation. Furthermore, interviews can be broadly categories into three
major forms which are structured, semi-structured, unstructured.
Case study –Case study is the method in which a particular group, person or situation is
observed and studied to find adequate results. Along with this, deep observation is required to be
carried out in order to obtain most suitable results (Green, Camilli and Elmore, 2012).
Observation – It is a kind of method in which ongoing behaviour is being observed in
order to have suitable findings.
Ethnography- It is generally the study carried out with an objective to become aware of
people and their respective culture.
Grounded theory- Here relationship between various elements are being formulated in
order to get useful information.
For carrying out the present researcher, the scholar has adopted interview and survey
method. A well structured questionnaire has been used to gather information from employees
whereas interview is used to gather data from managers. The rationale behind this is that the use
of questionnaire is effective because it helps scholar to collect data or information as per specific
objectives and questions of research. The use of open and close ended questions can support in
getting the best possible, accurate and more reliable information to the researcher on topic under
investigation. The use of survey method is effective because it supports in gathering relevant
information from large number of respondents.
3.6 Data collection 150 employees and 10 managers retional
As stated earlier, primary and secondary both the sources have been utilized for the
present study chiefly for data collection aspect. Under primary research, 50 employees and 10
managers of Iceland have been selected who work at different stores (Bell, 2005). However, for
secondary source, data has been collected through reviewing books, journals and articles.
25

Researcher has also reviewed different newspapers and online websites so that accurate
information can be derived subsequently (Daniel and Sam, 2011).
Hence, in the present study, primary source has been selected and for that survey has
been considered. Along with this, information form manager has been adopted with the help of
interview method (Cooper and Schindler, 2011).
Qualitative Data
For carrying out the research, primary data has been collected from manager of Iceland
food Ltd. for carrying out qualitative analysis. The data is gathered with the help of interview
method where researcher has asked questions related to the topic under investigation.
Quantitative data is useful for the study because this gives exact response about the
feasibility of the research topic. With the help of survey, prominent responses have been
collected from the people which enhances suitability of the study. The present study is conducted
for the purpose of analysing the benefits of training for the employees; hence to identify its
importance, survey has been organized to collect data from the participants.
Questionnaire has been used so as to collect primary data from the respondents and this is
prepared for the purpose of ascertaining various aspects of the subject matter. Qualitative
research design is being used so as to describe the research material in detailed manner. Themes
have been prepared so that each and every part of the research can be discussed in detailed
manner. Further, to derive the results from the data that has been gathered through survey, SPSS
tool has been used so that to showcase the responses properly as per numeric values.
Quantitative Data
Data for carrying out the present study was gathered from employees of Iceland food Ltd.
for carrying out quantitative analysis. Furthermore, it can be stated that the scholar has developed
a well structured questionnaire on basis of aim and objective of this study to collect adequate and
relevant data,
3.7 Research design Exploratory retional
Research design is included in the research study for the purpose of providing specific
direction to the investigation and it is split into three major categories such as descriptive,
experimental and exploratory (Hoy, 2009). Research design is being applied in the research work
because it assists in deriving conceptual knowledge and data about various tools and techniques
26

(Golafshani, 2003). Exploratory and descriptive are two major techniques that are most
prominently used in the research studies and that also enhance the value of research work
(Bernard, 2011).
In the current study, exploratory research design has been used because it is more specific
and consistent for the subject matter. According to the research design, data has been explored
through different sources which perhaps aim to clarify all the research issues in accurate manner.
The subsequent study has been emphasizing on specific research issue that is yet been not
resolved (Gomez and Jones, 2010). Hence, exploratory design was the most suitable for the
present dissertation because it helped in exploring the benefits of training and development for
the employees of Iceland Food Company. In the area of data collection, researcher has made use
of different tools and techniques which probably increases the authenticity of the research work.
Each and every dimension about the study has been included in the subsequent research work so
as to derive prominent outcomes. Exploratory research design is a blind folded approach where
in the outcomes are determined on the basis of research aims and objectives and the ways
through which it is carried on (Jackson, 2010)..
3.7.1 Development of research instruments retional which you using
In the present study, questionnaire has been used as the research instrument. Primary data
has been collected from the employees through survey by using questionnaire as the instrument.
This was developed by incorporating questions on demographic characteristics followed by the
questions pertaining to the research aim and objectives. Questionnaire was used as research
instrument because the sample size was large and huge amount of information was to be
collected from them within short period of time. The reason was that limited time was available
to carry out the research. Hence, questionnaire facilitated this in a cost effective manner. Also, it
provided convenience to the respondents as they could fill the questionnaire as per their pace.
3.8 Population retional I am working in iceland
As per the view of Bryman and Bell, (2007) population in research can be termed as the
overall group of individuals from which data regarding topic under investigation can be obtained.
At the time of collecting primary data, it is required by researcher to define total number of
individual to whom scholar can approach and collected data. In the present study, the population
27

comprised of the staff of Middlesex London Iceland store. The rationale behind this was that the
researcher lived in Iceland.
3.8.1 Sampling methods connivance sampling retional
Sampling is the technique through which data can be adequately collected for the
research work and it plays important role in completing the study in accurate manner (Denzin
and Lincoln, 2011). In the area of data collection, sampling is imperative since it avoids the state
of confusion and only valuable data can be acquired prominently. Sampling not only enhances
the efficiency of research work; but also helps in encouraging in providing strong base to the
study. There are two ways through which sampling can be done such as probability sampling and
random sampling and both the techniques have their own utility and applicability (Fiegen, 2010).
In the present study, convenient sampling method has been used for selecting the sample. The
rationale behind using this technique was that it enabled he researcher to select those participants
in the sample who are easy to reach. As the sample size was large, hence, convenience sampling
technique was best suited.
For current research purpose, managers of Iceland stores in UK have been selected as a
part of survey; thus sample of 50 managers have been selected in the research study (Axinn and
Pearce, 2006).
How the managers were selected for the survey below is about employees
Managers have been selected through approaching them via emails and letters and acquiring
responses only, researcher communicated with the participants. Further, all the managers were
informed about the study so that they can give their prominent support to the survey process. The
managers recruited for the survey were at various levels of management. These included the
store managers, HR managers, and marketing and finance managers.
Researcher has selected the option of online survey because it was hard to find right
respondents for collecting enough data from them. Researcher do not had access to the target
audience; thus investigator found that online survey would be the quickest and cost effective
method for the study. A panel of group have been approached so that they can specify responses
about the subject matter. Sample size is 150; hence it was not possible for the researcher to
collect data directly from such larger sample size. Hence, researcher decided that online survey
would be suitable for the study so that easily data can be grabbed. Here, as per the technique, it
28

was not possible for the researcher to analyse the accuracy ratio; hence the technique of online
survey has been selected. Researcher did not spend time on finding the errors because the
software has identified all the errors. They were recruited at the time when researcher was
preparing literature review. At that time, researcher came to realize that through online survey
only, primary data can be prominently analysed. Employees have been selected from lower level
and from middle level, managers were selected.
3.9 Validity and reliability fact and opinion
At the time of carrying out a particular research, it is required by very research to take
care of validity and reliability of research. For carrying out the present study on he benefits of
training and continuously developing employees in Iceland food ltd. The researcher has taken
care of reliability and validity of the study. Only authentic and reliable sources of data collection
are taken into consideration. Along with this, secured sources has been selected by the
researcher. In terms of reliability, it can be stated that the researcher has personally collected
primary information and there is no partiality done in process of data collection and analysis.
Critical realism is more appropriate in forming what actual facts and practices; hence this
has provided a set of conceptual tool that helps in addressing problems related to empirical
research. It is also limited to the terminology that is strictly relevant to this work. Hence, the use
of critical realism provides a precise alternative foundation. It is feasible and more reliable as it
formulates information from factual data and studies. The use of critical realism is reliable
because they have emphasized on real domain, actual domain and empirical domain. It is also
useful for the study because it differentiates the cause and event and it also explains patterns of
events independently about any event.
3.10 Ethical issues related to the study
While developing the subsequent research study, researcher has emphasized on ethical
framework so that all the activities can be carried out in prominent manner. It is vital for the
researcher to include quality standards in the study so as to enhance accuracy level. Hence,
regarding this, data is being collected from valid and authentic sources and only accurate
material is being utilized for the research work (Blaxter and et.al., 1996). Prior submitting the
study, researcher has made sure that relevant information is utilized everywhere. Confidentiality
29

as well as secrecy is being maintained and identity of respondents have not been disclosed from
any ground. Entire documentation part of the research is done so as to keep record of each and
every aspect.
3.11 Data analysis 150employees,10 managers
In the present case, survey has been conducted so as to include views and opinions of
population regarding the research work. The source has been selected since it aids in collecting
data from varied sources regarding importance of training and development for the organization
(Johnson and Clark, 2006). Thus, in this respect 150 employees have been selected from the
lower level and along with that 50 managers have been selected who work in Iceland Foods Ltd.
With the help of Quantitative tool, data analysis part has been conducted and the software
(SPSS) has been applied as well in the study. On the other hand, 150 employees are taken into
consideration to collect Quantitative Data and the information is gathered by using questionnaire.
Thematic analysis technique was used to analyse data collected from managers whereas SPSS
has been used to analyze information collected from employees.
3.12 Research Limitations
While constructing the research work, researcher has faced a few issues in the area of
time allocation and data collection. It was difficult for the researcher to convince the managers to
participate in research process (Blaxter and et.al., 1996). Moreover, some of the managers who
took part in the research work were diplomatic; thus somewhere it created confusion in stating
conclusion (Bell, 2005).
Researcher also faced several limitations while using data such as time constraints and
smaller sample size. Use of qualitative study allowed the researcher to use specific time budget
and because of this, a few people were selected for the research work. It was also less easy to
generalise things because only a few people were studied. Hence, in this exact numbers have
been identified rather than percentages. Researcher also faced difficulties in making systematic
comparisons since they were highly subjective. Research was entirely dependent on skills of the
researcher due to involvement of interview. Another limitation is that findings can not be
extended to wider population with same degree of certainty that quantitative study does.
Qualitative Data was also limited as it was collected from one company in the retail industry;
therefore this was the major constraint of using data. Another limitation faced while collecting
30

qualitative data was that the managers had busy schedules hence it was difficult to approach
them.
Problems were also there in Quantitative data collection. This was because some of the
respondents did not understand the questions. Hence, there may be chances that they would have
misinterpreted the questions. However, it was ensured that the respondents were asked if they
faced any issues while filling the questionnaire. Available data was also difficult to access in
many of the research cases. It was also difficult to comprehend the context of a phenomenon.
Data may not be robust enough to explain the related complex issues.
Cast study design is subjected to a number of criticisms and the most prominent can be
seen in the area where systematic procedures are not followed. Construct validity is yet another
issue that generates challenges in case study approach. This is also subjected to broader critique
of qualitative research methods.
3.13 Conclusion
From the above carried out chapter, it can be concluded that research methodologies is
one of the most important section of research. Furthermore, in order to collect data on the
benefits of training and continuously developing employees in Iceland food ltd, the researcher
has selected both primary and secondary sources of data collection. Mixed method research has
been carried out which involved adoption of both qualitative and quantitative methodologies.
Interview and survey method are used to gather primary data. In terms of qualitative data
analysis, it can be stated that interview transcript from the emerging themes used for the same.
31

CHAPTER 4: RESULTS AND ANALYSIS
4.1 Introduction
Data analysis refers to a systematic examination, categorisation and testing the data using
either qualitative or quantitative tactics or both qualitative and quantitative tactics. The data
analysis chapter herewith is designed to analyse empirical data collected during survey and
interviews. Here, the section represents the statistical analysis of data gathered from survey
however, interview data is analysed using thematic methods. The main aim of study was to
identify the benefits of training and development for employees of Iceland Retail Company. The
analysis is used to accomplish the valid findings into the data.
Data derived from the questionnaire is useful from all grounds and this has played crucial
role in the present study. From Middlesex Iceland London, population have been selected (which
is further categorised into managers and employees). Since, online survey is conducted; therefore
the results derived were useful. All the selected people have permanent employment in the
organization and because of this reason they are selected for the research work.
4.2 Statistical approach
Statistical package for social science (SPSS) version 20 is a tool used for data analysis,
which is further used in the present dissertation for carrying out valid findings from collected
data. This tactic is used to outline the connection and finding the deviation between reality and
theory. Furthermore, tables, graphs and statistical measures are used to present data. Various
tests such as frequency and cross tabulation have been used to carry out valid outcomes.
4.3 Research planning and data screening
The data for the present investigation have been collected using interview and survey.
For with survey was conducted among 150 employees of Iceland, on the other hand, interview is
taken from 50 employees of Iceland. The evidence of data collection is shown in the appendix of
present investigation, however, confidentiality of the participants is ensured.
4.4 Data analysis
Data analysis is the most significant aspect of the present investigation which deals with
analysing the information which has been collected via range of sources. This section of the
study analysis the information carried out from survey which was conducted to gather data from
employees.
32

4.4.1 Analysis of quantitative data
This section includes analysis of demographical information such as age, gender, how
long employees are working in Iceland and their views on trainings.
Gender
Frequency Percent Valid Percent Cumulative
Percent
Female 69 46 46 46
Male 81 54 54 100
Total 150 100.0 100.0 100
Table 1: Gender demographics
From the analysis, it was found that most of the employees working in Iceland are male
as 81 respondents among 150 were male. On the other hand, it was noted that 69 employees are
female. It indicates that ratio of male workers is higher in Iceland as compared to female.
Age
33

Frequency Percent Valid
Percent
Cumulative
Percent
Less than 20
years 21 14.0 14.0 14.0
20 - 30 years 45 30.0 30.0 44.0
30 - 40 years 19 12.7 12.7 56.7
40 - 50 years 34 22.7 22.7 79.3
50 - 60 years 31 20.7 20.7 100.0
Total 150 100.0 100.0
Table 2: Age factor
Age demographic of respondent represents that most of the employees working in Iceland
are aged between 20 - 30 years, as total 45 respondents among 150 are aged between 20-30
years. The second highest number of respondents are aged between 40-50 years, who are
probably working at senior levels. There are around 31 respondents who are in the age of 50-60
years, hence, it can be said that within Iceland, huge diversity is found.
How long you have been working at Iceland
34

Frequency Percent Valid
Percent
Cumulative
Percent
Less than 6
months 29 19.3 19.3 19.3
More than 1 year 60 40.0 40.0 59.3
1-3 years 48 32.0 32.0 91.3
3 years and above 13 8.7 8.7 100.0
Total 150 100.0 100.0
Table 3: Working time period
In the primary section, the respondents were asked the time period from which they are
associated with Iceland Company. From the responses, it was noted that most of the employees
are working from last more than 1 year in the company around 40%. After them, total 48
respondents are employed in the cited company from 1-3 years. However, only 13 employees are
working from more than 3 years which denotes that employee retention is less.
Working status of employees
35

Frequency Percent Valid
Percent
Cumulative
Percent
Full time 86 57.33 57.33 57.33
Part time 64 42.6 42.6 100
Total 150 100.0 100.0
Table 4: Working status of employees
The chart herewith represents that most of the employees working in Iceland are full time
workers as 86 respondent are there, however, 64 respondents are there who do part time work
Iceland, however, it has been viewed that a lot of retail employees are employed on a part time
basis.
Employees got trainings during the induction period
Frequency Percent Valid
Percent
Cumulative
Percent
36

Yes 85 56.7 56.7 56.7
No 65 43.3 43.3 100.0
Total 150 100.0 100.0
Table 5: Employees got training during the induction period
Most of the employees working in Iceland have got trainings during their induction
period. There were 85 employees out of 150 who were offered trainings in initial days in their
joining. However, 65 respondents are there who were not provided trainings during the induction
period.
How employees got selection for the training session
Frequency Percent Valid
Percent
Cumulative
Percent
On joining the
company 25 16.7 16.7 16.7
37

Supervisors
recommendation 34 22.7 22.7 39.3
Compulsory for all
employees 37 24.7 24.7 64.0
Performance evolution/
appraisal 54 36.0 36.0 100.0
Total 150 100.0 100.0
Table 6: How employees got selection for the training session
The respondents in the primary section were asked how they got selected for training
provided in Iceland. Most of the employees were agreed that they got selection in training
sessions on the basis of performance evolution /appraisal as 54 respondents have opted it. On
the other hand there are around 37 respondents who were selected for trainings because these are
compulsory. Out of 150, there were 34 respondents who are selected for training sessions due to
supervisor’s recommendations.
Duration individual prefer to conduct training in Iceland
38

Frequency Percent Valid
Percent
Cumulative
Percent
Quarterly 84 56.0 56.0 56.0
Every six
months 53 35.3 35.3 91.3
Once a year 11 7.3 7.3 98.7
Every two years 2 1.3 1.3 100.0
Total 150 100.0 100.0
Table 7: Duration individual prefer to conduct training in Iceland
The respondents were asked about their preference over the duration in which they want
to have trainings. There were total 84 respondents who said that they want to have quarterly
trainings. However, 53 out of 150 employees have said that there have to be trainings in Iceland
in every 6 months.
Methods of training methods are frequently used in the organization
Frequency Percent Valid
Percent
Cumulative
Percent
39

Lecture/ conferences 30 20.0 20.0 20.0
Job rotation 60 40.0 40.0 60.0
Coaching 9 6.0 6.0 66.0
Demonstrations /
Presentation 8 5.3 5.3 71.3
Discussions 4 2.7 2.7 74.0
Seminar 39 26.0 26.0 100.0
Total 150 100.0 100.0
Table 8: Methods of training methods are frequently used in the organization
The employees of Iceland were asked for different methods of trainings that are
frequently used in the organization. The employees from different location and departments have
their different experience from training methods. Most of the respondents said that job rotation is
the famous method in Iceland to improve skills of employees as 60 respondents have selected it.
On the other hand, there were 39 respondents who opted seminars as training methods.
Factors affecting your performance in the individuals
40

Frequency Percent Valid
Percent
Cumulative
Percent
Leadership 40 26.7 26.7 26.7
Organizational
working conditions 7 4.7 4.7 31.3
Motivational
benefits 49 32.7 32.7 64.0
Team work 4 2.7 2.7 66.7
Trainings 50 30.2 30.2 100
Total 150 100.0 100.0
Table 9: Factors affecting your performance in the individuals
Primary investigation section represented that three most important factors affecting
performance of individuals are trainings, leadership and motivational benefits. According to 50
employees, it has been evident that trainings affects the performance of an individuals at the
most.
Ratings for training and development of the company
41

Frequency Percent Valid
Percent
Cumulative
Percent
Average 66 44.0 44.0 44.0
Good 56 37.3 37.3 81.3
Very good 28 18.7 18.7 100.0
Total 150 100.0 100.0
Table 10: Ratings for training and development of the company
According to most of the employees, around 66 out of 150, trainings and development
programmes are rated to be average, hence, need improvements. On the other hand, 56
respondents rated trainings programmes to be good, however, 28 respondents said that training
and development of the company are very good.
Training is advantageous for employees
Frequency Percent Valid Percent Cumulative
Percent
42

Yes 87 58.0 58.0 58.0
No 63 42 42 100
Total 150 100.0 100.0
Table 11: Training is advantageous for employees
When the respondents were asked if the training and development programmes are
advantageous for them, then most of the employees have replied positively. In this respect, 87
respondents have said that trainings are advantageous, however, as per 87 respondents these are
not.
Training and development contributes in employees career growth
Frequency Percent Valid
Percent
Cumulative
Percent
Strongly agree 66 44.0 44.0 44.0
Agree 54 36.0 36.0 80.0
Neutral 26 17.3 17.3 97.3
Disagree 4 2.7 2.7 100.0
43

Total 150 100.0 100.0
Table 12: Training and development contributes in employees career growth
The respondents have been asked whether trainings and development contributes in their
career growth then around 66 employees were found strongly agreed to this fact. However, there
were total 54 respondents who were agreed on this fact.
Development and training programs improves employee performance level and self-
efficiency level
Frequency Percent Valid
Percent
Cumulative
Percent
Strongly
agree 107 71.3 71.3 71.3
Agree 43 28.7 28.7 100.0
Total 150 100.0 100.0
Table 13: Development and training programs improves employee performance level and self-
efficiency level
44

Majority of respondent around 107 have stated that development and training programs
improve their performance level and self- efficiency level. However, there were around 43
respondents were agreed to the statement, on the other hand, rest 107 employees were strongly
agreed. Hence, it can be said that major benefit of development and training programmes is that
it improves employee performance level.
Effective method of training
Frequency Percent Valid
Percent
Cumulative
Percent
On the job 91 60.7 60.7 60.7
Off the job 30 20.0 20.0 80.7
Any other 29 19.3 19.3 100.0
Total 150 100.0 100.0
Table 14: Effective method of training
45

According to the respondents, on the job training method are the best trainings methods
of providing trainings to the employees. Most of the respondents around 91 wants to have on the
job trainings methods, however, 30 respondents are there who like to have off the job trainings.
In addition to that total 23 respondents who prefer both the methods.
Crosstabs
How long you have been working at Iceland * Duration you prefer to conduct training in
organizations Crosstabulation
Duration you prefer to conduct training in
organizations
Total
Quarterly Every six
months
Once a
year
Every two
years
How long you have
been working at
Iceland
Less than 6
months 0 25 4 0 29
More than 1
year
45 13 0 2 60
46

1-3 years 33 15 0 0 48
3 years and
above 6 0 7 0 13
Total 84 53 11 2 150
Table 15: How long you have been working at Iceland * Duration you prefer to conduct training
in organizations Crosstabulation
The table represents cross tabulation among the duration which employee preference to
conduct training in organizations and the time period they are working in the company. It has
been evident that the employees who are working from more than 1 year in Iceland wants to
have quarterly trainings. The workers in the company who spend 1-3 years also want to have
quarterly trainings. Hence, most of the employees in Iceland willing to conduct quarterly
training in organizations.
How long you have been working at Iceland * factors affecting your performance in the
organization Crosstabulation
Factors affecting your performance in the organization Total
Leadership Organizational
working
conditions
Motivational
benefits
Team
work
Trainings 6
How long
you have
been
working at
Iceland
Less than
6 months 7 0 11 0 0 11 29
More
than 1
year
17 3 12 0 13 15 60
1-3 years 10 0 23 4 1 10 48
47

3 years
and
above
6 4 3 0 0 0 13
Total 40 7 49 4 14 36 150
Table 16: How long you have been working at Iceland * factors affecting your performance in
the organization Crosstabulation
The table above represents the cross tabulation among factors affecting individual
performance in the organization and their time association at Iceland. From the responses, it was
noted that employees spent more than 1 year prefer leadership as an important factor affects
performance.
How long you have been working at Iceland * development and training programs
improves your performance level and self efficiency level Crosstabulation
Development and training
programs improves your
performance level and self-
efficiency level
Total
Strongly
agree
Agree
How long you have
been working at Iceland
Less than 6
months 16 13 29
More than 1 year 47 13 60
1-3 years 31 17 48
3 years and above 13 0 13
Total 107 43 150
Table 17: How long you have been working at Iceland * development and training programs
improves your performance level and self efficiency level Crosstabulation
48

The employees of Iceland who are working from last 1 year were strongly agree that
development and training programs improves employee performance level and self-efficiency
level. The people working in the organization from last 1-3 years also agree that development
and training programs improves employee performance level and self-efficiency level.
Duration you prefer to conduct training in organizations * effective method of training
Count
effective method of training Total
On the
job
Off the
job
Any
other
Duration you prefer to
conduct training in
organizations
Quarterly 55 13 16 84
Every six
months 31 11 11 53
Once a year 5 6 0 11
Every two years 0 0 2 2
Total 91 30 29 150
Table 18: Duration you prefer to conduct training in organizations * effective method of training
The cross tabulation between duration preferred to conduct training in Iceland and
method of training represents that employees want to have on the job trainings to be conducted
on quarterly basis. On the other hand, it is preferred that in every six months, on the job training
methods must be there. Hence, it can be said that employees prefer to have on the job which
should be further conducted on regular basis.
Did you get training during the induction period * How you got selection for the training
session Crosstabulation
How you got selection for the training session Total
49

On joining
the company
Supervisors
recommend
ation
Compulsory
for all
employees
Performance
appraisal
Did you get training
during the induction
period
Yes 9 25 21 30 85
No 16 9 16 24 65
Total 25 34 37 54 150
Table 19: Did you get training during the induction period * How you got selection for the
training session Crosstabulation
The cross tabulation between training provided during the induction period and ways to
be selected for training session stated that the trainings are to be provided due to ssupervisors
recommendation however, for most of the candidates trainings were arranged because these
trainings were compulsory for all the employees.
Correlation
To find out the relationship among variables Pearson correlation test is approach in SPSS
which represents a linear relation between variables. The value of correlation flows within the
range of -1 to +1 indicating strength and weakness of relations among variables. The formula for
calculating correlation among variables is here follows:
Development and
training programs
improves your
performance level
and Self efficiency
level
Gender Age Effective
method of
training
Development and
training programs
Pearson
Correlation
1 -.663** .058 .256**
50

improves your
performance level
and Self efficiency
level
Sig. (2-tailed) .000 .482 .002
N 150 150 150 150
Gender
Pearson
Correlation -.663** 1 -.118 -.224**
Sig. (2-tailed) .000 .152 .006
N 150 150 150 150
Age
Pearson
Correlation .058 -.118 1 .260**
Sig. (2-tailed) .482 .152 .001
N 150 150 150 150
Effective method of
training
Pearson
Correlation .256** -.224** .260** 1
Sig. (2-tailed) .002 .006 .001
N 150 150 150 150
**. Correlation is significant at the 0.01 level (2-tailed).
The table above represents the analysis of demographic variables and the effectiveness of
development and training programs to improve employee performance level and Self efficiency
level is witnessed. From the analysis, it has been evident that methods of trainings and their
effectiveness is positively related as value for correlation is .256 and 1 respectively. In addition
similar results have been obtained from age demographic where correlation was found to be .058
but, it is very weak correlation. The gender demographics are negatively correlated as value was
found to be-.663. Based on above results, it can be said that trainings can be designed as per, age
demographics.
4.4.2 Analysis of qualitative data using emerging theme
Theme 1 : Organizational policies are effective for employee development
Respondent 1 who works in HR department said that the policies designed by
organizations influence the development of employees and most of the policies are designed
while concerning development of employees. Other manager said that company designs policy
which encourages reward and motivation is able to create satisfaction among workers and
enhance their overall productivity. According to the mangers of sales department, most of the
51

policies are designed to provide job satisfaction to employees, however floor manager said that
Iceland has not effectively developed the policies that is major issue associated with business.
Theme 2: Training is essential at all levels of organization
Most of that managers during interviews have said that employees lower level develop technical
skills whereas middle level workers are able to develop their management skills with the help of
training, however, employees working at any department wants to improve interpersonal skills
and mangers want to develop their management skills through trainings. Overall development of
organization is facilities when each and every employee from lower to upper level management
will have trainings which enhances knowledge base and skill. Floor mangers specifically said
that company may provide trainings to each level of management as employees working at each
level require trainings so provides better services to customers hence, enhancing skills
Theme 3: Performance of a business enterprise is affected by training and development
program in Iceland
According to the managers, Iceland significantly provides trainings which affects the
performance of individuals working in the company. The performance of employees is enhanced
due to effective trainings provided to them in the field in which they want to groom
Theme 4: Training helps in carrier development of people within Iceland
According to the most of mangers, company provides them chance to work for different
branches hence, they can have a chance for improving their skills. The trainings are effective in
improving professional skills hence, is better for overall development of business. The training
sessions helps in enhancing strength of workers and allows them to overcome weakness from
which they can get employment opportunities in the near future.
Theme 5: The existing training program implemented by Iceland supermarket is effective
As per HR mangers, the job rotation is an effective training programmes which is being
followed by the organization, on the other hand mangers of sales department said that job
rotation is an effective training method which is famous and influences skills of individuals in a
positive manner.
Theme 6: Ways training program impact employee performance
52

The unwanted training sessions create dissatisfaction among employees, hence, these
may be, adequate training sessions which enhances the performance of individuals, however, it
affects the job satisfaction among employees and enhances performance of individuals. Trainings
significantly affects employees performance and employees can easily complete tasks and
updated with the ways to enhance performance. Adequate training sessions enhance performance
of workers and encourages them to give their best.
In the interview carried out, it has been observed that training and development program
at regular intervals has become very important for overall growth and success of a business
enterprise. During the process of interview, first manager explained that in order to develop
employee and encourage them to give their best, effective organization policy are very
important. Further, policies should always direct towards promoting high growth rate and better
employment opportunities to all staff members. At the time of discussion the second manager
stated that it is not necessary that only employees working at lower level of management requires
training. In order to grow and sustain in long run, it is required by companies to focus on
providing training sessions to all employee working at different level of management. For
example staff at higher or top level needs training related to planning, decisions making problem
solving etc. People working at lower level may require training for carrying out their day to day
operations and tasks. The researcher has gathered qualitative data from interview and the
information clearly reveal that overall productivity of a business enterprise is affected by the type
of training and development program at offers to all its employees. This simply means that
effective sessions of training and development at regular intervals creates sense of satisfaction
among workers as their overall competencies gets increased. Another manager explained that
Iceland supermarket has been able to increase overall productivity of its employees by carrying
out assessment of employee training needs and then delivering sessions according to the same. It
is also observed that with the help of such programs, employees are able to deliver the best, most
effective and satisfactory services to all its customers. This supports in increasing degree of
customer satisfaction and loyalty of all customers.
4.5 Comparative study of literature review and research findings
The main aim behind carrying out the present study was to the benefits of training and
continuously developing employees in Iceland food Ltd. In order to carry out this research, a
53

wide range of theoretical perceptive in order to gain the most suitable findings. As per the view
of Amagada (2006), training sessions are organized in the business entities as this helps the
employers to meet all the needs of employees with improved service provision. The same result
has been observed that training and development programs are very important for growth and
success of a Iceland supermarkets.
4.6 Validity and reliability
For the present investigation, validity is addressed as both qualitative (interviews) and
quantitative (questionnaires) are used to obtain the findings. Statistical and thematic analysis
have been used to assess the accuracy and soundness of the research. Reliability of this
investigation is judged on the basis of its coherent to the literature and previous researches.
4.7 Generalisability
The sample size of the herewith investigation is 150 employees of Iceland which
represent 90% of the population. Nonetheless, 50 mangers to whom interviews are taken
regressing a good range of responses in generalising the results to a wider population.
4.8 Limitations and Further research
The major limitation of the analysis section is sample size which was too large hence,
there was a huge difficulty in data analysis. In addition, viewpoints of large respondents make
confusions. Lack of time and limited applicability of SPSS was another limitation.
4.9 Conclusion
Summing up the section, sample of investigation was 150 employees of Iceland working
in different locations in London. The respondents were personally approached at the stores. In
addition to that 50 managers working at different stores at Iceland were also interviewed. The
information gathered from employees have been analyses using SPSS tactic, on the other hand,
the data gathered from managers is assessed using thematic tactic.
54

CHAPTER 5- CONCLUSION AND RECOMMENDATION
5.1 Introduction
The major aim of designing the present investigation is to wind up the main points and to
explain that how the objectives of present investigation have been attained. This section
concludes main points with explaining a comparative analysis of research questions to the final
results of this investigation. The finding of analysis made in this study, has been outlined here
this conclusion chapter.
5.2 Summary of research
The research investigation herewith aims at identifying the benefits of training and
development for employees, therefore, Iceland, a leading retail company of United Kingdom has
been selected. The present investigation is carried out in a structured manners in which topic is
finalized along with preparing a background, aim and objective. In addition to this, literature
review is prepared which includes significance of training in retail industry, its impact of training
on employee. Performance and productivity, factors that affect employee performance, methods
of trainings, etc.
5.3 Relation with research objectives
Objective 1: To ascertain importance of training and development for employees
The main objective was to ascertain the importance of training and development for
employees which is done in secondary investigation. Findings reflated that trainings are
considered to be an important process of providing new knowledge, skills, and increases the
competencies according to specific roles and responsibilities. Training is further significant for
business in managing all the operations in prominent manner. In a wide era, training are helpful
in improving efficiency of employees and it encourages them to learn new things that improves
work however, it has been argued that personal traits and characteristics cannot be changed due
to training. The managers have carried out the facts that training & development in significant
for amending organizational performance, however, in Iceland, training programs are witnessed
helpful in career development of the employees. Training makes the employees competent and
this also aids them to deliver prominent services to the clients; therefore as a result, company's
success is dependent on this aspect. Hence, training is beneficial for individuals as well as
55

organizations as it facilitates employee engagement, employee motivation and organizational
success.
Training is an essential aspect for improving the skills of employees since that aids the
employees to learn diverse aspects that are related to their job roles and responsibilities. Training
not only improves employee's capability; but also assist them to develop several skills and
competencies. For the current study, training plays crucial role in improving the skills of
workforce so as to deliver prominent services to the customers. Hence, training is important for
the employees in many dimensions and along with this, it also plays vital role in employee
motivation and encouragement. Hence, this clearly depicts that training is useful for overall
development of the employees.
Objective 2: To identify the impact of training on employee attitude towards performance
The second and major objective of current dissertation is to identify the impact of training
on employee attitude towards performance. The objective is attained through primary as well as
secondary investigation. The secondary data reveals that training are helpful for employees to
show greater productivity and higher quality of work output. It was noticed that, training perhaps
increases the skills of employees by which they become motivated to work effectively, hence,
positive attitude is developed towards performance and they deliver quality services to the
clients. According to employees, there must be trainings in Iceland in every 6 months. They
further believe that trainings and development contributes in their career growth It has been
evident that the employees who are working from more than 1 year in Iceland wants to have
quarterly trainings. This is further helpful in amending performance of individuals in accordance
with the pre -set standards of the company along with profitability and productivity aspects.
From the discussion, it is evident that training is essential for employee motivation as
after learning numerous things about the job roles, employee confidence level increases and they
feel more encouraged and motivated. Henceforth, it is clear that motivated employee always
performs well and contributes more in organizational growth and success. Employee training has
a close and direct relationship with employee motivation since that assists the employees to
consider themselves a part of the organization.
Objective 3: To determine different methods of training for the employees.
56

In the secondary investigation section, on the job and off the job training are identified as
two major methods for imparting employee training and development. On the job training
method focuses on providing training to employees during the working hours; however
employers can also conduct such sessions at weekend times or after finishing working hours. It
includes role plays, management games, etc, in primary investigation it was found that job
rotation technique is adopted so as to make employees capable and skilled in Iceland. On the
other side, off the job training methods also aims to increase the efficiency level of employees
which is adopted to train people for designing equipment seems to be used at the workplace.
Iceland is effectively using different techniques to train the organizational people and
demonstration is considered as one of the effective methods through which different skills can be
developed in employees.
Objective 4: To analyze the factors that affect employee performance
The secondary investigation revealed several factors that affect employee performance
such as leadership, organizational working conditions, motivational benefits and team support
etc. it has been found that proper working condition motivates e employees and the performance
of employees. However, in primary section, it was found that trainings, leadership and
motivational benefits are the most important factors affecting performance of individuals are.
Around ¼ of employees said that trainings affect their performance.
5.4 Limitations and future researches
The present dissertation includes some major limitation that are to be further to be
worked upon. Here, are the limitations of investigation:
 The literature review available for the study was too general the information was not
carrying specific information to retail industry, however, the scope of the investigation can
be further improved by relating the literature review of present investigation with retailing
industry.
 Secondly, this investigation is carried out by focusing on the importance of training and
development for employees, however, it is not focused towards specific methods of
trainings. The scope of investigation can be enhanced by focusing on specific method of
training i.e. on the job or off the job.
57

5.5 Recommendations
On the basis of above investigation, management of Iceland is recommended for
addressing the value of trainings in improving the performance of individuals. The following
points includes the recommendations for Iceland:
 There should always be right kind of training session for the employees so that they can
learn appropriate things according to their job roles and responsibilities. The training
must be designed to encourage employees for achieving higher targets for the
organization.
 The major area is of finding out the areas in which employees require training and
development, so that organizations can effectively invest in trainings. In such respect,
opinion should also be derived from the customers regarding service efficiency because
direct users can describe their experience in proper manner.
 The management of Iceland is suggested to design suitable plan for the training so that all
the activities can be carried out in adequate manner. Through this, performance along
with competency of the staff members can be encouraged. Therefore, a systematic
management of training and development at the organizations is required.
 The employees prefer on the job training methods techniques, hence, the organization
must use such training methods for the purpose of imparting training; however the most
useful method in this realm is conferences and seminars.
 The employees of Iceland should be offered with effective training sessions on regular
basis i.e. quarterly and monthly.
5.6 Conclusion
From the above section, it can be said that human resource department of the
organization needs to demonstrate the concern towards employee training as that is one of the
prominent sources of employee motivation. According to the study, Iceland is effectively using
different techniques to train the organizational people and demonstration is considered as one of
the effective methods through which different skills can be developed in employees.
58

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61

APPENDIX 1
Questionnaire for employees
Name:
Department:
1. Gender
 Female
 Male
2. Age
 Less than 20 years
 20 - 30 years
 30 - 40 years
 40 - 50 years
 50 - 60 years
3. How long you have been working at Iceland?
 Less than 6 months
 More than 1 year
 1-3 years
 3 years and above
4. What is your working status of employees?
 Full time
 Part time
5. Did you get training during the induction period?
 Yes
 No
62

6.How you got selection for the training session?
 On joining the company
 Supervisors recommendation
 Compulsory for all employees
 Performance appraisal
7. Duration you prefer to conduct training in organizations?
 Quarterly
 Every six months
 Once a year
 Every two years
8. Which methods of training are frequently used in your organization?
 Lecture/ conferences
 Job rotation
 Coaching
 Demonstrations / Presentation
 Discussions
 Seminar
9. What are the factors affecting your performance in the organization?
 Leadership
 Organizational working conditions
 Motivational benefits
 Team work
 Trainings
10. Specify the ratings for training and development of the company.
 Poor
63

 Average
 Good
 Very good
 Excellent
11. Do you agree that training is advantageous for you?
 Yes
 No
 Can’t say
12. Do you think that training and development contributes in your career growth?
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly disagree
13. . Do you agree that training is beneficial for personal and professional growth?
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly disagree
13. Do you think that development and training programs improves your performance level and
self efficiency level?
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly disagree
64

14. According to you, which method is more effective?
 On the job
 Off the job
 Any other
65

APPENDIX 2
Second marker comments supervisor said see it….
Appendix To, Interview analysis - is this the analysis of the 50 interviews you undertook? It is very limited
Respondent 1
1. Would you agree that organizational policies are effective for employee development?
2. Training is essential at all levels of organization? Do you agree
3. In what ways performance of a business enterprise is affected by training and
development program?
4. Training helps in carrier development of people within organization? What are your
views?
5. The existing training program implemented by Iceland supermarket is effective?
6. In what ways training program impact employee performance?
Interview analysis
1. Would you agree that organizational policies are effective for employee development?
As per my view, polices framed by a business enterprise has direct effect growth and
development of employees. For example a policy which encourages reward and motivation is
able to create satisfaction among workers and enhance their overall productivity.
2. Training is essential at all levels of organization?
I have personally observed the fact that training has become important for people working at
every level of a company. The rationale behind this is that training supports individuals in
enhancing knowledge base and skill set. Employees at lower level develop technical skills
whereas middle level workers are able to develop their management skills with the help of
training.
3. In what ways performance of a business enterprise is affected by training and development
program?
According to my views, there are several ways in which performance of a business enterprise is
affected by training and development program. Further, by carrying out such programs,
66

companies and employees are able to deliver more effective and satisfactory services to all its
clients which enhance sales and overall performance.
4. Training helps in carrier development of people within organization?
To a great extent, it is true that training results in carrier development of employees. The reason
behind this is that training sessions results in enhancing strength of workers and overcome all
their weakness which provides them with better employment opportunities in the future.
5. The existing training program implemented by Iceland supermarket is effective
I personally feel that the training program which has been developed by Iceland supermarket is
effective. This is because the programs are carried out only on the basis of training needs and
preferred learning style of workers. This creates sense of satisfaction among workers and also
motivates them to give their best.
6. In what ways training program impact employee performance?
In my opinion, training program impact employee performance in both negative and positive
ways. Excessive and continuous training sessions creates dissatisfaction among workers and also
lower down their morale. On the other hand, adequate training sessions enhance performance of
Respondent 2
1. Would you agree that organizational policies are effective for employee
development?
According to my views, the policies designed by organizations influence the
development of employed and most of the policies are designed while concerning development
of employees. The HR policies specifically focused towards the development of workers and
retaining them. In addition, policies are designed to promote satisfaction among workers and
enhancing their overall productivity.
2. Training is essential at all levels of organization?
I work in HR department, however, I feel that training is important at each level of organization
and it ensures overall development of organization. Working at every level of a company is a
major source for enhancing knowledge base and skill set. I personally believe that employees
working at any department wants to improve interpersonal skills and mangers want to develop
their management skills through trainings.
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3. In what ways performance of a business enterprise is affected by training and development
program?
The organizational development depends on the development of employees, in case the in
which performance of employees increase, there will be seen a significant impact on training and
development. Training and development programs are carried in our organization to facilitate
employees development and enhancing their skills, them they performance better in the
organization, hence, trainings affects the productivity of my company. The service provided to
the customers significantly improved due to trainings, hence improves overall performance.
4. Training helps in carrier development of people within organization?
Iceland, gives a chance to the employees for working in different department by changing
their job roles, so that overall development can be developed hence, training results in carrier
development of employees. On the basis of performance employees get chance to get managerial
positions, hence, their development ensures. The training sessions helps in enhancing strength of
workers and allows them to overcome weakness from which they can get employment
opportunities in the near future.
5. The existing training program implemented by Iceland supermarket is effective
My company provides range of trainings as per the needs of employees, however, some
of the tactics are influential to improve the performance of employees. The job rotation is an
effective training programmes which is being followed by the organization.
6. In what ways training program impact employee performance?
The trainings provided to the employees affect the organization in a manner as it becomes able
to provide better services to the customers , however the effectiveness of trainings impact the
performance of company in a positive and negative manner. The unwanted training sessions
create dissatisfaction among employees, hence, these may be, adequate training sessions which
enhances the performance of individuals.
Respondent 3
1. Would you agree that organizational policies are effective for employee
development?
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I agree with the statement, the policies have been designed by my organization to develop
individuals and to promote them for achieving higher skills. Most of the policies are designed to
provide job satisfaction to employees. The policies designed by HR are specifically focused
towards the development of workers and improving productivity.
2. Training is essential at all levels of organization?
Being a managers of sales department, I feel that my department required trainings so that sales
skills of individuals can be enhanced, however, I must say that, training is important for every
level of management. Overall development of organization is facilities when each and every
employee from lower to upper level management will have trainings which enhances knowledge
base and skill
3. In what ways performance of a business enterprise is affected by training and development
program?
The trainings provided by Iceland significantly affects the performance of individuals
working in the company. The performance of employees is enhanced due to effective trainings
provided to them in the field in which they want to groom. There is a significant impact on
training and development on the performance of business. The well trained employees provide
effective services to customers which facilitates customer satisfaction, hence, sales and profits
significantly increase in business.
4. Training helps in career development of people within organization?
Iceland is dedicated to provided carer development opportunities as most of the fresher’s
are recruited in the business that gives a significant chance to employees for working in different
departments. The company provides them change to work for different branches hence, they can
have a chance for improving their skills. The trainings are effective in improving professional
skills hence, is better for overall development of business. I must say that employees can
enhance their skills and can achieve to career objectives.
5. The existing training program implemented by Iceland supermarket is effective
The training programmes provided by the organization such conferences, seminar are
important for the development of individuals. I must say most of the employees are provided job
rotation as a training method which is famous and influences skills of individuals in a positive
manner. After getting services, workers are encouraged to give their best.
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6. In what ways training program impact employee performance?
The company provides training as per the needs and wants of employees so that they can
improve their skills. After having effective trainings, the employees become able to provide
better services hence, their performance increase. It affects the job satisfaction among employees
and enhances performance of individuals.
Respondent 4
1. Would you agree that organizational policies are effective for employee
development?
Organizational policies, are designed for developing the skills and competences of
employees within the organization, however, Iceland has not effectively developed the policies
that is major issue associated with business. The training provided to the people effects the
business and improves job satisfaction. The main aim of designing organizations policies is to
enhance employee performance so that productivity can be enhanced.
2. Training is essential at all levels of organization?
I am working and a floor manager in Iceland and I want that company may provide
trainings to each level of management as employees working at each level require trainings so
provides better services to customers hence, enhancing skills. The development of skills and
when each and every employee can be given trainings as per the trainings.
3. In what ways performance of a business enterprise is affected by training and development
program?
The performance of employees is enhanced due to improved trainings and the overall
development of company also increases due to trainings and development provided to the
companies. The effective trainings provided employees enhances their productivity hence the
productivity of business can also be improved. It improves customer’s loyalty and satisfaction
through which profitability of business can be increased within the business.
4. Training helps in career development of people within organization?
According to me, the carer development is a basic need for which employee’s uses
trainings even most of the employees wants to have training in the field in which they can
improve skills while working in different departments. Most of the employees of organizations
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are provided chance to work in different branches of Iceland which adds skills in their career
hence their career develops. The professional development of individuals is possible to enhance
their skills and improving overall development of business.
5. The existing training program implemented by Iceland supermarket is effective
The organization provides training in the areas where employees want such. The main
method of training used are on the job and offer the job, both have a significant impact on
business. However, the tannings provided to employees affects them in both the manners such as
positive and negative. Negative, if they are not arranged effectively. Job rotation and seminars
are effective method which influences skills of individuals in a positive manner.
6. In what ways training program impact employee performance?
The trainings significantly affects employees performance as after having training they
learn about the new methods of easily completing tasks and updated with the ways to enhance
performance. Effective trainings facilitates better customer’s services and enhances performance
of individuals.
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