The Impact of Training and Development on Employees in Omantel

This research study analyzes the impact of training and development on employee performance in the case of Omantel. It aims to study the significance of training and development, identify factors affecting employee performance, examine the impact of training and development on employees in Omantel, and provide recommendations for improving employee performance through training and development.

THE STUDY OF THE IMPACT OF TRAINING AND DEVELOPMENT ON THE
EMPLOYEES IN OMANTEL
[Outline]
[Name of the Writer]
[Name of the Institution]

ABSTRACT
The following research study was conducted for the purpose of analysing the impact of training
and development on the employee performance. In order to study the phenomenon, Omantel was
specifically chosen to determine the impact. Following are the objectives that were designed for
this study; to study the significance of training and development in an organisation, to identify
factors affecting an employee performance, to examine the impact of training and development
on employees in the case of Omantel, and to provide recommendations for improving employee
performance through training and development in Omantel. The research was designed on a
quantitative basis along with a deductive research approach to study the influence of training and
development on employee performance. Primary data was collected by the researcher which was
collected by developing a survey questionnaire containing items that represented the variables of
the study. A total of 100 employees were chosen from Omantel who provided the data against
the questionnaire. These employees were selected on a non-probability and convenience
sampling method. For data analysis, frequency distribution, correlation analysis and regression
analysis were performed. The results displayed a significant influence among independent and
dependent variables, indicating the training and development has a strong and positive impact on
employee performance.
From the data analysis, it can be found that training and development is positively associated
with organizational culture, coaching and employee performance as the values obtained are .470,
.370 and .299 respectively. As the co-relation values obtained are ranges 0 to 1, it can be inferred
that positive association exists. On the other hand, the p-value obtained in the regression analysis
is 0.00 that is less than 0.05. Therefore, the p-value obtained indicates that there exists a
significant difference between the training and development and the performance of the

employees. The employees of Omantel agree that training and development have a significant
impact on their performance.

Table of Contents
CHAPTER ONE: INTRODUCTION..................................................................................1
1.1 Introduction................................................................................................................1
1.2 Contextual Background.............................................................................................1
1.3 Problem Statement.....................................................................................................2
1.4 Rationale of the study................................................................................................3
1.5 Aims and Objectives..................................................................................................4
1.6 Research Questions....................................................................................................4
1.7 Structure of the study.................................................................................................5
CHAPTER TWO: LITERATURE REVIEW......................................................................6
2.1 Introduction..............................................................................................................6
2.2 Conceptualizing training and development.............................................................6
2.3 Importance of training and development for organisations...................................8
2.3.1 Market Growth....................................................................................................8
2.3.2 Organisational Performance..............................................................................8
2.3.3 Employee Retention............................................................................................9
2.4 Factors affecting employees’ performance in an organisation............................10
2.4.1 Empowerment...................................................................................................10
2.4.2 Organisational Culture.....................................................................................11
2.4.3 Coaching...........................................................................................................12
2.5 Impact of Employee training and development on employees’ performance......13
2.6 Industrial review of telecommunication in Oman.................................................14

2.7 Theoretical Framework............................................................................................15
2.7.1 Theory of Reinforcements................................................................................15
2.7.2 Theory of Learning Types................................................................................15
2.7.3 Theory of Experiential learning........................................................................16
2.7.4 Theory of social learning..................................................................................16
2.8 Conceptual Framework..........................................................................................17
2.10 Summary of Literature...........................................................................................17
CHAPTER THREE: RESEARCH METHODOLOGY....................................................18
3.1 Introduction..............................................................................................................18
3.2 Research philosophy................................................................................................18
3.3 Research approach...................................................................................................19
3.4 Research design.......................................................................................................19
3.5 Research strategy.....................................................................................................20
3.6 Sample size and Sampling technique......................................................................20
3.7 Data collection process............................................................................................21
3.8 Data analysis technique...........................................................................................21
3.9 Ethical considerations..............................................................................................21
3.10 Summary................................................................................................................22
Chapter 4: Data analysis and Findings..............................................................................23
4.1 Introduction..............................................................................................................23
4.2 Frequency distribution.............................................................................................23
4.2.1 Demographic analysis.......................................................................................24

4.2.2 Frequency analysis............................................................................................27
4.3 Co-relation analysis.................................................................................................41
4.4 Regression analysis..................................................................................................42
4.5 Findings...................................................................................................................44
Chapter 5: Discussion and conclusion...............................................................................45
5.1 Introduction..............................................................................................................45
5.2 Discussion................................................................................................................45
5.3 Conclusion...............................................................................................................48
Chapter 6: Recommendations............................................................................................49
6.1 Recommendations for improving training and development in Omantel...............49
6.2 Future scope of the study.........................................................................................51
References..........................................................................................................................52

T&D and Employee Performance 1
CHAPTER ONE: INTRODUCTION
1.1 Introduction
Following chapter is intended to develop the contextual background of the research to
provide a better understanding of the topic which is to determine the impact of training and
development on the employees in case of Omantel. Omantel is one of the largest
telecommunication companies in Oman; which is known for its excellence in the provision of
quality services to the customers. Meanwhile, problem statement has also been developed and
presented along with the aims and objectives that can address the problem of the research. The
rationale of the study is also provided in the chapter. Lastly, the structure of the study is also
provided for all chapters of the dissertation.
1.2 Contextual Background
Organisations have two types of assets tangible and intangible, and these assets can also
be categorized into short-term and long-term assets. Short-term assets expire or are disposed of
in less than a year and many times do not require an extra cost for maintenance or renovation
(Needles, Powers, and Crosson, 2013). However, referring to the long-term assets either tangible
or intangible, require maintenance or renovation to increase their life or improve their value to
the organisation. Similarly, employees are also long-term assets for the organisation that can be
taken care of, developed and becomes the most valuable asset for the company (Elnaga and
Imran, 2013).
Employees have a major role in the development of the organisation and play a critical
role in driving success that cannot be underestimated. In order to increase efficiency,
productivity and overall performance of the employees, training and development can have a

crucial role and it can also maximize utilization of employee’s efficiencies, increase their skills
and capabilities (Sung and Choi, 2014). Therefore, employees performance is affected by four
dimensions; efficiency, productivity, skills, and capabilities. Referring to the work of Imran and
Tanveer (2015), they explained that in a competitive marketplace, employees can be used to
position in the market to manage challenges and achieve opportunities and create value for the
organisation.
According to Hashim et al (2014), training and development do not only positively affect
employees but also becomes a source of satisfaction given that they have various opportunities
for career development. In today's market, the customers are not only to which companies are
trying to attract and retain but talented pool of employees are also being attracted and retained
within the organisation (Imran and Tanveer, 2015). Therefore, for maximization of stakeholder's
value, profit maximization and customer satisfaction, training and development and learning
atmosphere are required to achieve organisational aim and objective (Khan, Khan, and Khan,
2011, Bell et al., 2017).
1.3 Problem Statement
Omantel is one of leading, largest and state-owned integrated telecommunication service
provider in Oman (Pressreader, 2010). It has taken many initiatives to enhance the workplace
environment, employee's engagement activities, social activities, and sports activities in order to
meet with the needs of the employees and to ensure their physical and mental health. Similarly,
Omantel also offers training and development, job loyalty programmes and career-path advising
to the employees. The company had won the HR Excellence Award for Employees Engagement
in the Middle East and North Africa in 2017 (Muscat Daily 2017).

It reflects how the company enthusiastically is working towards enhancement of work
environment, strengthening teamwork and creating efficient work processes in the organisation
to promote employees engagement and development. According to the study conducted by
Nassazi (2013), training and development is a key to success for the organisation and has a
positive relationship and impact on the employee’s performance. Hence, it tends to be a source
of competitive advantage for the company to achieve operational efficiency and increase
profitability. In light of this study; the research problem for the following study is that whether
Omantel’s these initiatives enhance employees performance or not.
1.4 Rationale of the study
Excellence award of the HR activities of the Omantel does not tell what employees are
thinking about the operations, initiatives, loyalty programs, and training and development.
Therefore, the following study aims to explore and investigate how these programs have been
contributing to employee's performance and to undertake a survey on employees to determine the
impact of these initiatives. Meanwhile, the following study is to be conducted from the
perspective of employees to address the research problem, and to explore to what extent
employees are satisfied with the training and development and does it really enhance their
performance or not. Meanwhile, it is also the second major reason that the company is achieving
what it intended to achieve through these programs, and this could be explored and explained by
employees who are potential benefits of these programs. Therefore, the following study is
designed and directed on the employees of the Omantel to investigate is there an impact of
training and development on the employees; do their skills, capabilities, and overall performance

has increased or improved; or do employees enjoy all potential benefits of training and
development and does it enhance their career path and increase opportunities for them.
1.5 Aims and Objectives
The aim of the research is to investigate and determine the impact of training and
development on the employees' overall performance in Omantel. In order to achieve the overall
aim of the research; the following objectives have been developed which tend to achieve the aim
 To study the significance of training and development in an organisation
 To identify factors affecting an employee’s performance
 To examine the impact of training and development on employees in the case of Omantel
 To suggest strategies for improving employees performance through training and
development for Omantel.
1.6 Research Questions
 What is the significance of training and development in an organisation?
 What factors are affecting an employee’s overall performance?
 What is the impact of training and development on employees in the case of Omantel?
 What are the strategies for improving employee's performance through training and
development for Omantel?

1.7 Structure of the study
Chapter one, introduction: In this chapter, an overview of research is provided along with
problem statement, and rationale of the study. Meanwhile, research objectives and research
questions are also developed and presented in this chapter to clear the direction of the study.
Chapter two, literature review: In this chapter, a wide range of literature is reviewed in
order to develop a better understanding of the research, and develop a conceptual framework for
the study.
Chapter three, research methodology: In this chapter, research complete information
regarding processes, methods, techniques, and approaches used to complete the dissertation have
been provided along with their justification.
Chapter four, data analysis and findings: In this chapter, data is analysed through chosen
data analysis methods, and findings are gathered.
Chapter five, discussion and conclusion: In this chapter, the discussion is conducted
based on the literature reviewed and findings gathered in the fourth chapter. Meanwhile, a
constructive conclusion is drawn based on the discussion and findings.
Chapter six, recommendations: In this chapter, recommendations are provided based on
the overall discussion, findings and conclusion.

CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction
Training and development play a vital aspect of human resource department (HRM)
practices in order to ensure that employees in the organisation are fully trained in skills and
abilities to perform their designated task effectively and efficiently. Thus, it contributes towards
increasing the overall performance of employees in an organisation. In this regards, the chapter
provides a detailed overview of the research topic that is the impact of training and development
on employees’ performance with respect to the case of Omantel. A comprehensive literary work
is presented in order to conceptualize and define the significance of training and development for
an organisation. Similarly, the notion of training and development is justified while presenting
literary work for the factors affecting the training and development of an organisation. In order
to understand the notion of employee performance, a detailed overview of factors is described in
this chapter. The chapter concludes while providing a theoretical and conceptual framework in
order to understand the importance of variables of the study as to determine the impact of
training and development on employee performance.
2.2 Conceptualizing training and development
The concept of training and development with regards to the impact on organisations has
been researched by a number of scholars, researchers and practitioners. Due to the changing
business atmosphere, volatile business practices and efficiencies in the market, it gets hard for an
organisation to deal with the challenges. Hence, organisations are continuously working on
employees’ competencies and expertise through their training and development in order to
ensure that they are competent enough to face the uncertainties and challenges in the business

world. This tends to help them make an important business decision on time and be competitive
in their approach. According to Salas et al., (2012), training and development is a formal method
of improving and increasing the overall performances of employees through various means of
educational methods and programmes.
In the modern world, researchers have bifurcated training and development into two
separate notions. It is highlighted by Ho Kwan Cheung (2017) that employee training tends to be
an important branch of HRM which helps employees of an organisation to learn skills and
knowledge which are specific to their current job description and responsibility. Learning
gradually from the work being done and increasing the performance is one of the major aspects
of training for organisational success. Training is more often given to new employees in order to
introduce and train them towards the business environment and make them familiar with their
job descriptions. Training is also given to current employees if a new method of production is
introduced or the company is introducing technology advancement.
On contrary, development is more career focused. It is an expanded version of training
that develops the skills and expertise of employees for future job progression and performance
building rather than that of current job specification (Brinsfield, 2013). It is further explained by
Jill, Brandy and Faye (2017) that training is more dedicated to improving the skills technical
knowledge of an employee to make them efficient in their task or job whereas, development is a
comprehensive educational process of building one’s behaviour and refining their interpersonal
abilities of an employee in order to make sure that they are well mature for future progression. It
is comparatively a long-term process of learning and development as compared to training.
However, apart from the differences in both the term, the impact that training and development

products for an organisation is significant to the overall organisation’s performance and hence is
one of the most important aspects of HRM best practices in an organisation.
2.3 Importance of training and development for organisations
2.3.1 Market Growth
According to Tahir, Yousafzai and Hashim (2014), for organisations to remain competent
and competitive in the volatile business market, it is necessary to implement effective training
and development with their HRM practices. It is further argued by the author that organisations
need to develop a training and development program for its employees to expand their
competitive ability and knowledge pertaining in the business. According to the study of Asfaw,
Argaw and Bayissa (2015), there is a positive correlation of training and development of
employee program with increases in firm’s value. It is concluded by the American society for
training and development that a company that tends to invest $1575 on it employee T&D, has an
increase in overall revenue by 218% as compared to those which tends to invest less. Moreover,
in accordance to Awais Bhatti et al., (2014), T&D not only helps to increase the profitability of
the company but in direct relation gives the company an edge from its competitors in terms of
growth in the market share.
2.3.2 Organisational Performance
It is highlighted by Grace et al., (2014), that apart from T&D contributing towards the
market growth for an organisation, it also helps to improve its efficiency and effectiveness in
performance. The authors further stated that T&D builds up employees’ skills and expertise
regarding their job which has a triggered down effect on the organisation's performance. In a

contrary view, Falola, Osibanjo and Ojo (2014) stated that there tends to be a glitch in measuring
the performance appraisal of an organisation due to training and development. The argument is
further backed by Katherine, Paul and Faye (2013) who stated that there is a lack of
methodologies and measurement tools to assess the impact T&D have on organisational
performance. However, there are various determinants to support the HRM best practice of T&D
from which commitment to training and development program and assessing there before and
after effect of T&D are some of the tools which are used to measure organisational performance.
Furthermore, it has been highlighted in the study of Melvin et al. (2015), that there tends to be a
positive correlation between T&D and increasing organisational performance.
2.3.3 Employee Retention
In the light of the study by Ahammad, Tarba, Liu and Glaister (2016), nowadays
employee retention has been a challenging aspect for every organisation as employee tends to be
looking for a company where one can learn and assess future growth. Therefore, it has been
widely researched that there is a positive relationship between organisation T&D program and
employee retention (Das and Baruah, 2013). Furthermore, it is enlightened by Das and Baruah
(2013) that employees that are experienced and showcases high performance for a company are
the valuable asset for the organisation and tends to hurt the organisation financially if they leave.
Therefore, in order to prevent such practices from valuable employees, the organisation tends to
provide effective T&D to make them feel important to the organisation. On contrary, it is not
assured that employees in the T&D program would not leave the organisation in near future
hence, it is important for the organisation to build a positive environment towards T&D and
future growth to make employee retention more viable.

2.4 Factors affecting employees’ performance in an organisation
According to Parvin and Kabir (2011), employee performance tends to include job
efficiency, the quantity of work, absenteeism of employees, quality of work and the timeliness in
which the work is delivered from an employee. In simpler terms, employee performance is the
duly completion of a job or task by an employee in accordance with the objectives and goals set
by the organisation. In today’s competitive world there tend to be numerous factors which tend
to affect the overall performance of an employee on the basis of job satisfaction. The factors tend
to include:
2.4.1 Empowerment
In the highlight of the study from Thao and Hwang (2015), leadership is a process by
which an individual tends to influence an individual or a group of people in accomplishing a
common goal. In an organisation, leadership styles tend to affect the job satisfaction level greatly
which in turn affect the overall employee performance. In the modern world, the employee tends
to look for personal empowerment within an organisation in contributes their knowledge and
expertise in the decision making. Personal empowerment of the employee is important to enable
them to take creative decisions towards the performance of the organisation. Employees tend to
be looking towards a career where he/she can shine through its talent recognition in the
organisation and this is only possible if he is given the platform to contribute his talent and skills
towards the greater good of the company. Hence, a certain leadership style needs to be followed
in order to ensure employee empowerment in an organisation. According to the study of
Goleman leadership styles developed in 1998, an organisation using democratic leadership style
tends to be collaborative in nature and is working progressively towards empowering the

employees (Giltinane, 2013). An empowered employee would not only contribute towards the
organisations performance but would also feel motivated to perform better for the organisational
success as he would feel important towards the organisation. However, dictatorial leadership
tends to affect the employee satisfaction negatively affecting his overall performance level, as
they are not empowered to take decisions themselves but need to oblige with the decisions taken
by the managers and leaders even if they feel it can be made more effective. Thus, it is
important for an organisation to empower their employees with effective leadership styles in
order to increase the employee's performance level.
2.4.2 Organisational Culture
Organisational culture is an organisation’s common values, attitudes and behaviour
within the group of employees that leads an organisation towards its success. According to
Stewart (2010), strong organisational culture is necessary for a company as the norms and values
of the company affect the employees, directly and indirectly, resulting in having a great impact
on employee performance. It is argued by Mazin (2017), that strong organisational culture
believing in shared values and norms helps the organisation to adapt changing the culture within
the organisation and motivate employees towards shared goal and objectives accomplishment. In
the changing world dynamics, it is important to invest in the human resource of the organisation
and ensure that they are feeling motivated towards performing extremely well for the
organisation. Organisational culture tends to be one of those critical factors that shape the
employees’ motivation and performance toward organisational success. According to the study
of Hartnell, Ou and Kinicki (2011), there are main types of organisational culture that is used
globally namely, clan, adhocracy, market and hierarchy. Each culture aims towards a focus

criteria within the organisation. It is argued that the organisation should incorporate the suitable
culture assessing the objectives of the organisation and the employees’ suitability. Hence, the
focus criteria of stability and flexibility should be considered before determining the culture of
the organisation that tends to contribute to the employee's performance significantly.
2.4.3 Coaching
According to Thao and Hwang (2015), coaching tends to be a two-way process and is
similar to training which is becoming a vital aspect for improving the performance level of
employees. Coaches can be the team leader, manager or direct supervisor who identify the
practice that needs to be improved by the employees for in order to achieve better performance
while listening to the suggestions given by the employees as they are the one going to
incorporate changes in their job description. Through effective coaching, the employee tends to
get a better understanding of the work they need to perform in order to ensure organisational
performance. Through effective task accomplishment and contribution to organisational success
tends to increase the employee's internal satisfaction and hence their overall performance.
Similarly, training and development is a process of improving the skills and abilities of
employees in order to ensure high-performance level or make them ready for career progression.
T&D is a core aspect of HRM best practice which develops a sense of motivation within the
employee increasing their performance level in the organisation. According to the study of Khan,
(2010), organisations end to invest heavily on the training and development of employees in
order to increase their performance level and so keep on increasing their overall training budget
annually to suffice the increasing employee performance. It is argued by Brown and Sitzmann
(2011) that an organisation who tends to have a greater proportion of their budget set on the

T&D of employees tends to face higher employee performance than those who neglect to
incorporate it.
2.5 Impact of Employee training and development on employees’ performance
In the current dynamic business world of competition, employees with talent are an asset
to the company. As a matter of fact, talented individuals tend to search for an organisation where
they see their skills and abilities being used and sharpened along the course of time and assess a
career progression in that organisation. Recruiting these talented individuals tends to be a costly
decision for HRM strategic objective. Moreover, employees that lack proper skills and abilities
can never productive for an organisation in accordance with their strategic goals and objectives.
In this regards, employee training and development is a key module to sharpen the skills and
abilities of workers in order to improve their overall performance and is cost effective than
recruiting a new batch of talented employees.
According to Keep (2014), training and development tend to be an important aspect of
HRM best practices to ensure that employees are working as per organisation goals and
objectives. In order for the employee to remain loyal to the organisation, it is necessary that he is
satisfied with his job. A satisfied employee would probably work more efficiently towards job
performance as compared to the individual who is unsatisfied. It is highlighted by Alvelos,
Ferreira and Bates (2015), an organisation that tends to invest heavily on employees T&D, get
the results in form of higher job satisfaction, increased motivation and improving job
performance from employees. This, in turn, helps the organisation to lower the employee
turnover rate and retained its talented employee to work efficiently towards objectives fulfilment.
It is examined by Sitzmann and Weinhardt (2018) that training and development
motivates an employee towards working efficiently as he believes that this would open a chance

of growth and career progression. As aforementioned development tends to be a different aspect
as compared to training and is deemed to work on the interpersonal skills building and other
abilities to make an employee competent for career progression. Many organisation tends to use
this method as to recruit an individual in a top management position is both timely and costly,
and they two would need a proper training session to make them familiar with organisations
practices (Imran and Tanveer, 2015). To prevent these inefficiencies, organisations develop the
skills of the current employee which help them to get a known employee in a management
position and also increases motivational level of employees as they towards improving their job
performance.
2.6 Industrial review of telecommunication in Oman
Oman has progressed in the telecommunication sector efficiently during the past half a
decade and possesses substantial coverage of both 3G and 4G LTE and is already conducting
trials for 5G which is going to be launched in 2020. The telecommunication sector in Oman is
still in a growing phase with intense competition between Omantel and Ooredoo Oman in
response to the rise in mobile virtual network operators (MVNOs). A third network provider was
being tendered in 2017 but the government cancelled the tender and awarded it to a local
consortium (James and Mueid Al Raee, 2013).
There has been a push seen towards improving broadband infrastructure in Oman and it
has heavily invested upon fibre optic wires for the increased demand. Oman has positioned itself
to be a technological hub in the Middle East having access to several submarine cables. Thus, as
a part of National Broadband Strategy, Oman based broadband companies tend to connect all its
homes and businesses with national broadband infrastructure by 2040. The key development in

the telecommunication sector in Oman tends to be a rise in intense competition due to the rise in
MNVOs and increase in the subscription for voice over internet protocol (James and Mueid Al
Raee, 2013).
2.7 Theoretical Framework
2.7.1 Theory of Reinforcements
According to this theory, a learner tends to repeat his behaviour from the training process
in order to get a positive outcome and results. The theory was proposed by Skinner, an economist
of Behavioural School, who suggested that organisations should align its training and
development program with its objectives and goals and should expect certain results aligned with
its organisational objectives (Skinner, 2014). The author further suggested that HRM can
reinforce certain bonuses, salary, and/or certificates of achievement in order to get the best
results from an employee in terms of performance appraisal.
2.7.2 Theory of Learning Types
This theory is presented by Gagne emphasizing on the need for intellectual skills building
within the organisation. In accordance with this theory, Gagne suggested that it is very rare to
find such skills in employees and hence the company should work on building it (Wu et al.,
2012). Gagne proposed 5 different categories of learning in his theory that are verbal
information, attitudes, intellectual skills, cognitive strategies and motor skills. According to this
theory, an organisation cannot progress into better performance if the categories of learning are
missing in employees.

2.7.3 Theory of Experiential learning
According to this theory, the cognitive type of learning is different from experiential
learning as experience tends to give employee maturity, knowledge and learning power which is
important for a career progression in an organisation. The theory was proposed by Rogers, who
further stated that due to the personal involvement in experiential learning a person can test
himself to understand the effect of learning in the course of time and gives him surety for the
possible career progression (Clark, Threeton and Ewing, 2010).
2.7.4 Theory of social learning
According to Albert Bandura, the reinforcement model of training and development in an
organisation cannot address all the types of learning that is essential for the improved
performance. Where HRM training and development program tends to build the abilities and
skills of employees, it neglects the notion of social learning that is necessary in order to
understand and work efficiently for the betterment of organisation (McLeod, 2011). These
learning are driven through personal observations and understanding the different approaches
and aspects of human behaviour within an organisation. This helps an employee to become a
team player and work efficiently towards organisational goals and objectives.

2.8 Conceptual Framework
2.10 Summary of Literature
From the literary work presented in the chapter, it is clear that the importance of training
and development in an organisation for employee performance appraisal is an essential aspect. It
also provided a conceptual framework in order to understand the factors that tend to influence
training and development and employee performance. Thus, further study has carried forward the
notions of this literary work to generate authentic results for the research study.
Empowerment
Organizational Culture
Coaching
Employee Performance

CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction
In this chapter the different kinds of existing methodologies are mentioned
followed by providing a detailed explanation of the characteristics of each research tools that
help in developing better understanding of the existing methodologies. This is followed by
justifying the selection of specific research methods that is selected for studying the impact of
training and development on the employees by referring to the case study of Omantel. This
chapter also speaks about the ethical considerations that need to be followed in order to complete
the research successfully.
3.2 Research philosophy
Positivism, interpretivism and pragmatism are the three existing research
philosophies used in research. Pragmatism highlights the combined characteristics of positivism
and interpretivism philosophy that makes it complex and is used minimally. Interpretivism
philosophy defines interpreting the views and opinions of different individuals about a topic
whereas positivism philosophy is based on quantifiable observation (Kumar 2019).
Positivism philosophy has been used because this allowed using statistical
approach and backing up the observations with quantifiable proofs in terms of the impact of
training and development on the employees Omantel. Using positivism philosophy allowed using
logics and facts regarding training and development and its impact on employees thereby,
justifying the quantifiable observations with relevant and statistically proven data (Mackey and
Gass 2015).

3.3 Research approach
Two research approaches highly facilitated by researchers are inductive and
deductive. From the name inductive, it can be understood that new theories, models and concepts
are induced and developed based on the observations made by the researcher. This approach is
time consuming and prone to error because incorrect observations might lead to the development
of incorrect theories and models those cannot be used for researches. On the other hand, in
deductive approach observations are deduced from existing theories and concepts (Silverman
2016).
Deductive approach has been used because this allowed referring to previously
conducted studies in terms of training and development and its impact on employees thereby,
making suitable and relevant observations. Referring to previously existing studies allowed
comparing and contrasting the views and opinions of different authors about training and
development and its impact on employees thereby, developing an authentic and data rich study
(Taylor, Bogdan and DeVault 2015).
3.4 Research design
Exploratory, explanatory and descriptive are the three research designs used
widely while undertaking researches. Explanatory research design allows finding the reasons that
gives rise to the issues followed by identifying the primary issues by using exploratory research
design. Descriptive design, on the other hand, highlights the characteristics of both exploratory
and explanatory research designs thereby, making it highly used and preferred among the
researchers.
Descriptive design has been used because this allows identifying the training and
development issues that is currently faced by the employees of Omantel. Additionally, using

descriptive design also facilitated explaining the reasons that has led to the formation of training
and development issues for the employees of Omantel and how it is affecting the employees as
well as the organization (Flick 2015).
3.5 Research strategy
The four types of research strategies are survey, interview, case study and action
research. Out of the four aforementioned research strategies, survey research strategy and
interview research strategy has been used. The survey research strategy is used because this
allowed collecting data from the large employee population of Omantel and knows about the
current training and development scenario of the company and how they are affected due to it
being the employees of the company. Selecting and using survey research strategy was a
decision made by the researcher because of the advantages of the such as cost-efficient, easily
administered, time efficient and collecting data from large selected samples thereby, reducing
chances of biasness (Neuman and Robson 2014). The interview research strategy has helped the
research to collect data personally from the chosen participants. This has proved to be useful
because of it aided the researcher to notice the behaviour of the candidates while answering the
question. This is essential for the qualitative analysis of the data.
3.6 Sample size and Sampling technique
Random and non-random probability sampling techniques are the two sampling
techniques used while undertaking research those are further categorized into other types. Out of
the various types of probability sampling technique, simple non-random probability sampling
technique has been used. According to this sampling technique, all the individuals in the selected
population have equal chances to participate in the data collection process and have random
chances of being selected in the data collection process. As a result, all the employees have equal

and adequate opportunities of being a part of the data collection process and share their views
about the impact of training and development on them. For this research, 100 employees of
Omantel is being selected as the sample size for studying the impact of training and development
on the employees of Omantel (Alvesson and Skoldberg 2017). Furthermore, 3 managers
belonging to this organization has also been interviewed.
3.7 Data collection process
The only two data collection processes are primary and secondary data collection
process. Secondary data collection process is collecting already existing data from previously
conducted researches and from different secondary sources such as books, journals, articles,
online websites and other internet facilities. On the other hand, primary data collection process
indicates collecting data for the first time for conducting any research (Bresler and Stake 2017).
Primary data collection process has been used for this study because this allowed
the researcher to collect data for the first time from the employees of Omantel. Open-ended
questions are asked to the managers of Omantel regarding the importance and role of training
and development for the orgasnaition. This aided the research to know about the view points of
the managers of the organziaiton. As a result, recent and updated data regarding the current
training and development scenario of Omantel can be gathered that help in analyzing its impact
on the employees (Ledford and Gast 2018).
3.8 Data analysis technique
Quantitative and qualitative are the only two data analysis techniques in existence
while undertaking any research. Qualitative data analysis technique emphasizes on the ensuring
the quality of the collected data whereas quantitative data analysis emphasizes on the numbers
and justifying the findings with relevant theoretical information.

Quantitative data analysis technique has been used because this allowed studying
the impact of training and development on the employees of Omantel by considering the
numbers and justifying the opinions and views of the employees with relevant theoretical
information (Bauer 2014). Qualitative data analysis technique has also been used which helped
the researcher to conduct an in-depth analysis of the data so collected. It gave the researcher a
subjective view point of the information that was collected through the course of the research
work.
3.9 Ethical considerations
Research ethics are one of the significant aspects in determining the successful
completion of the research work thereby, justifying the importance of abiding by it. One of the
most important research ethics is data confidentiality that needs to be followed in a research.
According to this ethics, the opinions and data shared by the respondents and their identity
should be kept confidential and cannot be disclosed without individual consent. Another
significant research ethics is willing participation of the respondents. In accordance with this
ethics, the respondents should take part in the data collection process willingly and not forcibly.
Signing the consent form is one of the effective ways of ensuring willing participation by the
respondents (Quinlan et al. 2019). Other significant ethical considerations those need to be
followed are collecting data from authentic sources, prohibition of data manipulation, using the
collected data from commercial purposes and harming the surrounding environment for the sake
of completing the research (Choy 2014).
3.10 Summary
Therefore, in this chapter, it can be summarized that appropriate research
methodologies has been selected for investigating and studying the impact of training and

development on the employees in Omantel. The specific methodologies selected for undertaking
the research is also justified suitably that provides an opportunity for the researcher to ensure
validity and reliability of the research so that it can used as an authentic and reliable secondary
resource for future researchers conducting study in the similar field.

Chapter 4: Data analysis and Findings
4.1 Introduction
In this chapter, data has been collected from 100 employees of Omantel in order
to study the impact of training and development on the employees in terms of their performance.
The data analyzed has been collected by surveying 100 employees of the selected company and
is presented using suitable graphs and charts. Apart from analyzing the collected data using
descriptive analysis, inferential analysis has also been used. Both co-relation and regression
analysis has been used for assessing the relationship between training and development and
employee performance thereby, studying the impact of training and development on employee
performance in Omantel.
4.2 Frequency distribution
In this section, the survey data collected from the employees is analyzed using
descriptive statistics and is justified with relevant explanations. In this section both tables and bar
charts have been presented for analyzing the demographics of the employees as well as the views
and opinions the employees of Omantel have regarding the impact of training and development
on their performance.
4.2.1 Demographic analysis

From the above bar chart, it can be inferred that 59 of the employees participated in the
survey are male whereas 41 of the employees are female. The gender results of the survey
indicate that Omatel have more or less equal number of male and female employees and that the
company allows adequate career and professional opportunities. Therefore, in this research
studying the impact of training and development on the employees and the performance is
analyzed by considering the views of both male and the female employees.
From the above bar chart, it can be seen that the majority of the employees belong the age
group 36-45 years followed by employees aged 26-35 years. However, Omantel have employees
aged 18-25 years, 46-55 years and above 56 years as well. The aforementioned data helps in
inferring that Omantel have employees of varied age groups working for them. Therefore, the
views and opinions of the employees of all age groups in Omantel has been considered for
studying the impact of training and development on their performance.

From the above bar chart presented, it can be seen that the majority of the employees in
Omantel have the educational qualification of minimum 12th grade pass whereas the majority of
the employees are qualified graduates. Additionally, some of the employees also holds a post
graduate degree as well as diploma degree.
From the above bar chart, it can be seen that the maximum job tenurity of the employees
working in Omantel is less than 10 years followed by employees working in the company for
less than 5 years, 15 years and more than 16 years as well. This data collected from the survey
indicates that Omantel have employees working for them for prolonged period of time thereby,
knowing their views and opinions about the impact of training and development on their
performance.
More than 16 years

4.2.2 Frequency analysis
From the above bar chart, it can be seen that the employees in Omantel believes that
training and development enhances their empowering capabilities. 45 out of 100 employees in
Omantel agree that training and development helps in empowering them whereas 29 employees
have strongly agreed with it. However, 8 employees feel training and development neither agrees
nor disagrees with it but 12 and 6 employees have negative verdict about training and
development and its contribution in empowering the employees.
Strongly disagree Disagree Neutral Agree Strongly Agree

From the above bar chart, it can be seen that 82 out of 100 employees disagrees and feels
that empowering does not make them eligible and capable enough for getting involved in the
decision-making process and 18 employees strongly disagrees with this question. This is because
the employees feel that only empowerment does not make an individual eligible to take part in
the decision making process. Additional characteristics such as experience, existing knowledge
and understanding are also required for getting involved in the decision-making process and
contributing wisely.
Strongly disagree Disagree

From the above bar chart, it can be seen that 44 out of 100 employees feel that
empowerment allows them to improve themselves significantly. This is also strongly supported
by 32 employees of Omantel thereby, indicating empowered employees are able to provide better
and practical suggestions those can be used for individual as well as group development. 6
employees have a neutral feeling about this question because they are unable to relate
empowerment and ability of the employees to suggest improvements. 18 employees begs to
differ and they feel empowered employees cannot suggest improvements adequately, as they feel
additional abilities are necessary.
Strongly disagree Disagree Neutral Agree Strongly Agree

From the above mentioned bar graph, it can be seen that 49 out of employees feel that
they feel motivated through empowerment that is strongly agreed by 33 employees of Omantel
as well. 7 employees beg to differ because they feel that motivation has nothing to do with
employee empowerment. However, 11 employees have shared negative opinion about employees
and their eligibility with empowerment.
Strongly disagree Disagree Neutral Agree Strongly Agree

From the above bar chart, it can be seen that 45 out of 100 employees agrees that training
and development improves the organizational culture. Additionally, 37 employees also strongly
agree that adequate training and development helps in improving the culture of the organization.
However, 5 employees of Omantel have no opinion about this because they feel that training and
development have no impact in improving the organizational culture. However, 13 out of 100
employees disagree and feel that training and development has nothing to do with organizational
development.
Strongly disagree Disagree Neutral Agree Strongly Agree

From the above bar chart, it can be seen that 38 out of 100 employees agrees that training
and development aligns attitudes and behaviors with organizational goals. Additionally, 41
employees also strongly agree that adequate training and development helps in aligns attitudes
and behaviors with organizational goals. However, 6 employees of Omantel have no opinion
about this because they feel that training and development have no impact in aligning attitudes
and behaviors with organizational goals. However, 15 out of 100 employees disagree and feel
that training and development has nothing to do with aligning attitudes and behaviors with
organizational goals.
Strongly disagree Disagree Neutral Agree Strongly Agree

From the above bar chart, it can be seen that 45 out of 100 employees agrees that
organizational culture determines their and the firm’s success. Additionally, 45 employees also
strongly agree that organizational culture determines their and the firm’s success. However, 6
employees of Omantel have no opinion about this because they feel that organizational culture
determines their and the firm’s success. However, 8 out of 100 employees disagree and feel that
organizational culture determines their and the firm’s success.
Strongly disagree Disagree Neutral Agree Strongly Agree

From the above bar chart, it can be seen that 42 out of 100 employees agrees that positive
organizational culture makes the employees productive. Additionally, 41 employees also
strongly agree that organizational culture makes the employees productive. However, 3
employees of Omantel have no opinion about this because they do not know whether
organizational culture makes the employees organizational culture makes the employees
productive. However, 3 out of 100 employees disagree and strongly disagress and feels that
organizational culture makes the employees productive.
Strongly disagree Disagree Neutral Agree Strongly Agree

From the above bar chart, it can be seen that 58 out of 100 employees agrees that
coaching is essential for developing the core competencies of the employees of Omantel.
Additionally, 23 employees also strongly agree that coaching is essential for developing the core
competencies of the employees of Omantel. However, 6 employees of Omantel have no opinion
about this because they feel that coaching is essential for developing the core competencies of
the employees of Omantel. However, 12 out of 100 employees disagree and feel that coaching is
essential for developing the core competencies of the employees of Omantel.
Strongly disagree Disagree Neutral Agree Strongly Agree

From the above bar chart, it can be seen that 43 out of 100 employees agrees that
coaching helps in identifying individual strengths and weakness. Additionally, 43 employees
also strongly agree that coaching helps in identifying individual strengths and weakness.
However, 8 employees have opinion to share in terms of whether coaching helps in identifying
individual strengths and weakness. However, 6 out of 100 employees disagree and feel that
coaching helps in identifying individual strengths and weakness.
Strongly disagree Disagree Neutral Agree Strongly Agree

From the above bar chart, it can be seen that 43 out of 100 employees agrees that
coaching allows the employees to acquire skills and knowledge that is necessary to perform their
jobs efficiently. Additionally, 38 employees also strongly agree that coaching allows the
employees to acquire skills and knowledge that is necessary to perform their jobs efficiently.
However, 5 employees have no opinion to share in terms of whether coaching allows the
employees to acquire skills and knowledge that is necessary to perform their jobs efficiently.
However, 14 out of 100 employees disagree and feel that coaching allows the employees to
acquire skills and knowledge that is necessary to perform their jobs efficiently.
Strongly disagree Disagree Neutral Agree Strongly Agree

From the above bar chart, it can be seen that 43 out of 100 employees agrees that through
coaching employees acquire skills and knowledge that help in performing their job. Additionally,
38 employees also strongly agree that through coaching employees acquire skills and knowledge
that help in performing their job. However, 5 employees of Omantel have no opinion about this
because they do not know whether through coaching employees acquire skills and knowledge
that help in performing their job. However, 3 out of 100 employees disagree and strongly
disagress and feels that through coaching employees acquire skills and knowledge that help in
performing their job.
Strongly disagree Disagree Neutral Agree Strongly Agree

From the above bar chart, it can be seen that 37 out of 100 employees agrees that
coaching programs helps the employees in identifying training needs suitably. Additionally, 50
employees also strongly agree that coaching programs helps the employees in identifying
training needs suitably. However, 3 employees have no opinion to share in terms of whether
coaching programs helps the employees in identifying training needs suitably. However, 10 out
of 100 employees disagree and feel that coaching programs helps the employees in identifying
training needs suitably.
Strongly disagree Disagree Neutral Agree Strongly Agree

From the above bar chart, it can be seen that 58 out of 100 employees agrees that
employee performance enhances and increases through empowerment. Additionally, 29
employees also strongly agree that employee performance enhances and increases through
empowerment. However, 3 employees have no opinion to share in terms of whether employee
performance enhances and increases through empowerment. However, 10 out of 100 employees
disagree and feel that employee performance enhances and increases through empowerment.
Strongly disagree Disagree Neutral Agree Strongly Agree

From the above bar chart, it can be seen that 37 out of 100 employees agrees that the
culture of an organization plays a key role in promoting the performance of the employees.
Additionally, 49 employees also strongly agree that culture of an organization plays a key role in
promoting the performance of the employees. However, 4 employees have no opinion to share in
terms of whether culture of an organization plays a key role in promoting the performance of the
employees. However, 8 out of 100 employees disagree and feel that culture of an organization
plays a key role in promoting the performance of the employees.
Strongly disagree Disagree Neutral Agree Strongly Agree

From the above bar chart, it can be seen that 45 out of 100 employees agrees that
coaching is necessary for development of skills and competencies for enriching the performance
of the employees. Additionally, 44 employees also strongly agree that coaching is necessary for
development of skills and competencies for enriching the performance of the employees.
However, 3 employees have no opinion to share in terms of coaching is necessary for
development of skills and competencies for enriching the performance of the employees.
However, 8 out of 100 employees disagree and feel that coaching is necessary for development
of skills and competencies for enriching the performance of the employees.
Strongly disagree Disagree Neutral Agree Strongly Agree

4.3 Co-relation analysis
Co-relation analysis is a statistical analysis that is conducted for assessing the
relationship and the strength of association between two variables. The value range of co-relation
exists between 0 to 1. The co-relation value between 0 to -1 indicates negative association
between the variables. However, on the contrary, co-relation value between 0 to +1 indicates
positive relationship between the selected variables. If the co-relation value obtained is 0, then no
relationship between the variables is found. However, co-relation value more than 0.7 indicates
strong relationship between the variables. Therefore, co-relation analysis is used for this research
in order to assess the relationship between training and development and employee performance.
Correlations
Traini
ng_Develop
ment
Organ
izational_cult
ure
C
oaching
Empl
oyee_Perfor
mance
Training_Deve
lopment
Pearson
Correlation 1 .470** .3
70** .299**
Sig. (2-
tailed) .000 .0
00 .002
N 100 100 10
0 100
Organizational
_culture
Pearson
Correlation .470** 1 .6
91** .552**
Sig. (2-
tailed) .000 .0
00 .000
N 100 100 10
0 100
Coaching
Pearson
Correlation .370** .691** 1 .729**
Sig. (2-
tailed) .000 .000 .000
N 100 100 10
0 100
Employee_Per
formance
Pearson
Correlation .299** .552** .7
29** 1
Sig. (2-
tailed)
.002 .000 .0
00

N 100 100 10
0 100
**. Correlation is significant at the 0.01 level (2-tailed).
From the above table, it can be seen that training and development is positively
co-related with organizational culture, coaching and employee performance as the values
obtained are .470, .370 and .299 respectively. The co-relation value between training and
development and employee performance is positive because the employees feel that adequate
training and development can help them in improving their existing skills as well as learning new
skills. The results obtained from the co-relation analysis are supported by the relevant theoretical
information in the next chapter.
4.4 Regression analysis
Regression analysis is another statistical test that is used for determining whether
one variable have a significant impact on another variable or not. In regression analysis, null
hypothesis indicates no significant difference between the two variables. However, the alternate
hypothesis indicates significant difference between the two variables. The p-value obtained
determines whether the null hypothesis is accepted or rejected. If the value obtained for the p-
value is less than 0.05 then the null hypothesis is rejected thereby, accepting the alternate
hypothesis immediately indicating significant difference between the two variables. For this
research, regression analysis is conducted to determine whether training and development have
an impact on employee performance or not.
Model Summary
M
odel
R R
Square
Adjus
ted R Square
Std.
Error of the
Estimate
1 .
474a
.2
25 .201 .9445
1

a. Predictors: (Constant), Employee_Performance,
Organizational_culture, Coaching
ANOVAa
Model Sum
of Squares
d
f
Mea
n Square
F S
ig.
1
Reg
ression
24.85
8 3 8.286 9
.288
.
000b
Res
idual
85.64
2
9
6 .892
Tot
al
110.5
00
9
9
a. Dependent Variable: Training_Development
b. Predictors: (Constant), Employee_Performance,
Organizational_culture, Coaching
Coefficientsa
Model Unstandardized
Coefficients
Stand
ardized
Coefficients
t S
ig.
B Std.
Error
Beta
1
(Constant) 1.20
3 .486 2
.477
.
015
Organizational
_culture .477 .146 .408 3
.270
.
001
Coaching .084 .175 .073 .
477
.
634
Employee_Per
formance .022 .137 .021 .
160
.
873
a. Dependent Variable: Training_Development
From the above table, it can be seen that the p-value obtained in the regression
analysis is 0.00 that is less than 0.05. Therefore, the p-value obtained indicates that there exists a
significant difference between the training and development and the performance of the
employees. Therefore, it can be said that business organizations need to conduct adequate

training and development sessions for improving the level of performance for the employees.
Similar is the case of Omantel where adequate and necessary training and development session
needs to be conducted for improving the performance of the employees significantly.
4.5 Findings
From the above conducted analysis, it can be found that training and development is
positively associated with organizational culture, coaching and employee performance as the
values obtained are .470, .370 and .299 respectively. As the co-relation values obtained are
ranges 0 to 1, it can be inferred that positive association exists. On the other hand, the p-value
obtained in the regression analysis is 0.00 that is less than 0.05. Therefore, the p-value obtained
indicates that there exists a significant difference between the training and development and the
performance of the employees. The employees of Omantel agree that training and development
have a significant impact on their performance.

Chapter 5: Discussion and conclusion
5.1 Introduction
This chapter is developed with the aim of discussing the findings from the data
analysis by referring to the information presented in the literature review chapter. The data
analyzed using descriptive and inferential analysis in the above section indicates that training and
development are related to employee performance and have a significant impact on each other.
The data obtained from the analysis is explained in this chapter with relevant views and opinions
of different authors in the previous chapters thereby, justifying and supporting the findings.
5.2 Discussion
From the information presented in the literature review section by Salas et al.,
(2012) it can be inferred that training and development is a formal method of improving and
increasing the overall performances of employees through various means of educational methods
and programs. This is supported by Ho Kwan Cheung (2017) in the literature review chapter that
mentions that employee training tends to be an important branch of HRM which helps employees
of an organisation to learn skills and knowledge which are specific to their current job
description and responsibility. This is because the adequate training and development sessions
provide an opportunity for the employees to learn gradually from that work that is being done
thereby, ensuring progress in their professional career. However, this is argued by Brinsfield,
(2013) that mentions that development is more careers focused. It is an expanded version of
training that develops the skills and expertise of employees for future job progression and
performance building rather than that of current job specification. Therefore, from the
information provided in the literature review section, it can be said that training and development
is necessary for the employees of Omantel in order to improve their performance.

Thao and Hwang (2015) in the literature review mention that employee empowerment is
necessary and is achieved if the employees are given sufficient training and development
chances. In the data analysis section, 45 out of 100 employees in Omantel agree that training and
development helps in empowering them whereas 29 employees have strongly agreed with it.
Personal empowerment of the employee is important to enable them to take creative decisions
towards the performance of the organization. Employees tend to be looking towards a career
where he/she can shine through its talent recognition in the organization and this is only possible
if he is given the platform to contribute his talent and skills towards the greater good of the
company. Therefore, it can be said that an empowered employee would not only contribute
towards the organisations performance but would also feel motivated to perform better for the
organizational success as he would feel important towards the organization.
Stewart (2010) in the literature review section mentions that strong organisational culture
is necessary for a company as the norms and values of the company affect the employees,
directly and indirectly, resulting in having a great impact on employee performance. In the data
analysis section, 45 out of 100 employees of Omantel agree that training and development
improves the organizational culture. Additionally, 37 employees also strongly agree that
adequate training and development helps in improving the culture of the organization. However,
this is criticized by Mazin (2017) according to whom strong organisational culture believing in
shared values and norms helps the organisation to adapt changing the culture within the
organisation and motivate employees towards shared goal and objectives accomplishment. The
criticism in the literature is also justified by the findings in the data analysis section that
mentions 5 employees of Omantel have no opinion about this because they feel that training and
development have no impact in improving the organizational culture. Additionally, 13 out of 100

employees disagree and feel that training and development has nothing to do with organizational
development. Therefore, organisation should incorporate the suitable culture assessing the
objectives of the organisation and the employees’ suitability and Omantel is no different.
Thao and Hwang (2015) in the literature review section mentions that coaching tends to
be a two-way process and is similar to training which is becoming a vital aspect for improving
the performance level of employees. Through effective coaching, the employee tends to get a
better understanding of the work they need to perform in order to ensure organisational
performance. This is supported by the results obtained in the data analysis section where it can
be seen that 58 out of 100 employees agrees that coaching is essential for developing the core
competencies of the employees of Omantel. Additionally, 23 employees also strongly agree that
coaching is essential for developing the core competencies of the employees of Omantel.
However, Brown and Sitzmann (2011) in the literature review begs to differ that is also
supported by the findings obtained in the data analysis section where 6 employees of Omantel
have no opinion about this because they feel that coaching is essential for developing the core
competencies of the employees of Omantel. However, 12 out of 100 employees disagree and feel
that coaching is essential for developing the core competencies of the employees of Omantel.
Keep (2014) in the literature review section mentions that both training and development
is a significant feature that business organizations should consider so that the existing employees
are qualified and eligible enough for working towards and achieving organizational goals and
objectives successfully. This is supported by the results obtained in both co-relation and
regression analysis. The co-relation value between training and development and employee
performance of Omantel is .299 that ranges 0 to +1 thereby, signifying positive relationship
between the variables. On the other hand, the p-value obtained in the regression analysis is 0.00

that is less than 0.05. Therefore, the p-value obtained indicates that there exists a significant
difference between the training and development and the performance of the employees. The
employees of Omantel agree that training and development have a significant impact on their
performance. This is supported by the information mentioned by Ferreira and Bates (2015),
Sitzmann and Weinhardt (2018) and Imran and Tanveer (2015) that mentions training and
development plays a significant role in improving the performance of the employees.
In addtition to this, the responses of the managers in the interviews conducted can also be
analysed. The interview was conducted for forty five minutes with the help of a tape recorder
and a quiet room. According to them, the aspect of training and development is quite significant
for the improvement of the work performance. The first manager was of the opinion that training
aids in the all-round development of the orgazaiotn. On the other hand, the second manager
stated that it helped in the effective use of resources. This training and development is provided
with the mtove of impriving the skills of the employees. The become more well-suited to the use
of new and advanced technology which leads to the increase in the efficiency of the company.
However, certain challenges are faced while providing training such as the regular work gets
disrupted according to the first manager and additional cost has to be borne by the organization.
5.3 Conclusion
Therefore, in this chapter, it can be summarized that the results obtained in the data
analysis chapter is supported by the information presented in the literature review chapter. Both
indicates that training and development have an impact on the employee performance and the
employees of Omantel have the same opinion and viewpoint. The employees of Omantel feel
that the company should conduct and organize sufficient training and development sessions so

that it can act as an improvement tool for them for enhancing their performance as well as learn
new skills those can help in career advancements.

Chapter 6: Recommendations
6.1 Recommendations for improving training and development in Omantel
From the information presented in the previous sections, it can be said that
training and development needs to be to more frequent and improved in Omantel for ensuring
enhanced employee performance. The different methods of improving training and development
sessions in Omantel are listed below:
Involving the employees
One of the most effective ways of improving training and development session in
Omantel is involving the employees in the training and development sessions. The employees or
the trainees should be encouraged to participate in the training and development session so that
the employees consider them as a part of the training session and are able to relate to the training
provided to them. This will help the employees to relate with the training given and learn the
skills for self-improvement thereby, improving organizational performance.
Repeating the questions before answering them
Another effective way of improving the training session is repeating the questions to the
employees before answering them. This will provide an opportunity for the employees to recall
the point based on which the training was being provided. Additionally, the employees will be
able to keep track of what is being said and imbibing it within them and use it for betterment.
This will also help the employees to be engaged with the training session successfully.
Testing frequently
While conducting the training sessions, it is necessary for the trainers to keep on asking
questions thereby, testing them. When the employees will feel that they will be tested and asked
questions related to the training provided they will ensure better concentration. This will enforce

the employees to make an effort to understand the training and clarify doubts if they are having
one. The training and development session will be improved as the employees will highlight
better engagement and interaction during the session thereby, making it more effective and fun.
Identifying the skills needed by the employees
Conducting training and development session is both time and resource consuming.
Therefore, improved and effective training session will be ensured if appropriate training needs
are identified before conducting the session. Taking feedback from the employees or monitoring
their performance for over two months will provide adequate data that will help in identifying
the actual training needs for the employees of Omantel and develop suitable training strategies.
Conducting mini follow up sessions
Another method of improving the training and development sessions for Omantel is by
taking mini follow up session during the training session. This will provide an opportunity for
the employees to keep track of what is being said so far and imbibe it within them. This will also
provide adequate opportunities for the employees to resolve any unattended queries related to the
training that is left unattended circumstantially. Additionally, this will also help the employees of
Omantel to develop greater insight of the training and development session successfully.
Seeking feedback
Seeking feedback during the training and development session or at the end of it is
another method of improving it. This will provide an opportunity for the employees to shed light
on the points they feel inappropriate or can be developed further to make training sessions fun,
interactive and engaging.

6.2 Future scope of the study
From the data analysis, it could be seen that the study has been conducted based on the
views and opinions of executive level male and female employees aged 18 years to more than 56
years with employment duration in the company from less than 5 years to more than 16 years
and education qualification of graduate, post graduate, diploma and 12th grade and pass. Hence,
in the future research can be conducted by interviewing the senior and middle management
employees of Omantal and consider their views and opinions on the impact of training and
development on the performance of the employees. On the other hand, in the future, this study
can also be used as an authentic and reliable source of secondary data by the researchers
conducting research in the similar field and relevant topic.
Additionally, in the future research can also be conducted by studying the impact of
training and development on employee efficiency in terms of their abilities and competencies
and studying the impact on the company’s ability to gain competitive advantage and sustain in
the highly competitive business sector.

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Survey Questionnaire
Dear respondents,
Greetings!\
I would like to request your kind support in answering the survey questionnaire.
This is in line with my graduation project entitled “ The study on the impact of training
and development on employees in Omantel telecommunication company ”.
Your support will greatly contribute to the success of this study. Rest assured that
your responses will be treated with utmost confidentiality.
Respectfully Yours,
Reham
alnabhani
Researcher
________________________________________________________________________
______
Demographic Questions
Gender :
 Male
 Female
Age:
 18-25
 26-35
 36-45
 46-55
 More than 55
Qualification :
 Graduate
 Post-graduate
 Diploma
 12th standard pass

Job tenure :
 Less than 5 years
 Less than 10 years
 Less than 15 years
 More than 16 years
SECTION A: EMPOWERMENT
1. Training & Development enhances the empowerment given to employees.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree
2. Empowerment allow employees to get involved in decision making.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree
3. Empowerment allow employees to suggest improvements.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree
4. Employees feel motivated through empowerment.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

SECTION B: ORGANIZATIONAL CULTURE
5. Training & Development improves the culture within an organization.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree
6. Training & Development aligns the attitudes and behaviors of employees with
organizational goals.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree
7. A positive organizational culture make employees productive.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree
8. The organizational culture determines the success of employees and the firm.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agre

SECTION C: COACHING
9. Coaching is essential for employees to develop core competencies.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree
10. Coaching helps employee in identifying their strengths and weaknesses.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree
11. Through coaching employees acquire skills and knowledge to perform their job.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree
12. The coaching program adequately address the training needs of an employee.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

SECTION D : EMPLOYEE PERFORMANCE
13. Employee performance is enhanced and increased through empowerment.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree
14. The culture of an organization plays a key role in promoting employee
performance.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree
15. Coaching is necessary for development of skills and competencies to enrich
employee performance.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree