The Impact of Training and Development on Employees in Omantel

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).