Impact of Training and Development on Employee Motivation Analysis

This report investigates the impact of training and development on employee motivation and performance within the UK retail industry, focusing on John Lewis. The study employs a quantitative approach, utilizing questionnaire surveys distributed to 254 employees, with 188 responses analyzed using SPSS. The research aims to understand the significance of training programs in enhancing employee skills, bridging performance gaps, and fostering a positive work approach. Key research questions explore the influence of HR training, individual gains from training, performance assessment, and motivational impact. The findings suggest a strong correlation between training programs and improved employee performance, highlighting the importance of continuous learning and skill development in the retail sector. The report concludes with recommendations for optimizing training initiatives and addressing limitations for future research, emphasizing the value of training in boosting employee competence and overall organizational success. Desklib provides access to similar solved assignments and research papers for students.

IMPACT OF TRAINING AND DEVELOPMENT ON
EMPLOYEE MOTIVATION

1
Abstract
The main objective of this paper was to investigate whether training and development has
impact on employees’ performance and productivity. This study is quantitative in nature.
Data for the paper have been collected through primary source that are from questionnaires
surveys. Subjects for the study consisted of 254 employees which constituted 60% of the total
target population of 420 people. 254 structured questionnaires were distributed to employees
on job location, 212 questionnaires were returned and only 188 were suitable for statistical
analysis. SPSS version 16 has been used to for data analysis. Both descriptive and inferential
statistics were used for data analysis. The statistical tools were aligned with the objective of
the research.

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Table of Contents
Chapter 1: Introduction..............................................................................................................5
Background of Study..............................................................................................................5
Background of the Company.................................................................................................5
Rationale of the study.............................................................................................................5
Problem statement..................................................................................................................6
Research Aims.......................................................................................................................6
Research Objectives...............................................................................................................7
Research Questions................................................................................................................7
Research Hypothesis..............................................................................................................8
Significance of the study........................................................................................................9
Structure of the research study...............................................................................................9
Conclusion:..........................................................................................................................10
Chapter 2: Literature Review...................................................................................................12
Chapter 3: Research Methodology...........................................................................................18
Introduction..........................................................................................................................18
Research method outline......................................................................................................18
Research Onion....................................................................................................................19
Research Philosophy............................................................................................................19
Research Approach..............................................................................................................20
Research Design...................................................................................................................21

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Research Strategy.................................................................................................................21
Selection of sampling method and sampling size................................................................22
Data collection method........................................................................................................24
Primary Research.............................................................................................................24
Secondary Research.........................................................................................................25
Data Analysis.......................................................................................................................25
Research ethical consideration.............................................................................................27
Research limitation...............................................................................................................27
Time Horizon.......................................................................................................................28
Summary..............................................................................................................................28
Chapter 4: Presentation of Data...............................................................................................29
Introduction..........................................................................................................................29
Quantitative Presentation.....................................................................................................30
Qualitative analysis question:..............................................................................................34
Chapter 5: Analysis and Interpretation of Data:......................................................................35
Introduction:.........................................................................................................................35
Quantitative Analysis...........................................................................................................42
Qualitative analysis..............................................................................................................42
Chapter 6: Conclusion and Recommendation..........................................................................44
Linking with the objectives:.................................................................................................44
Recommendation..................................................................................................................45

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Limitation.............................................................................................................................46
Future Scope of the Study....................................................................................................47
References................................................................................................................................49

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Chapter 1: Introduction
Background of Study
The study is been performed in the retail industry of United Kingdom. It is clearly to
be stated that training plays an important role in this particular industry1. This can be assumed
that that the workers cannot attain efficiency in their performance without the proper training.
The performance of individual employees is significantly related to the performance of the
entire hotel industry. It is notable that the retail business can be acknowledged as the services
industry. Therefore, it can be predicted that there is a straight link between the clients and an
interview of an important House Keeping Executive to have a clear insight of the
circumstances of the retail industry.
Background of the Company
John Lewis can be acknowledged as the chain supplier of leading department
shops in service among the United Kingdom; John Lewis Partnership owned this company. It
was founded by Spedan Lewis, the son of John Lewis. This is notable that the first John
Lewis shop was launched in the year 1864 in London. It is significant to mention that they
have 50 shops throughout England, Scotland and Wales. The prominent company John Lewis
Christmas advert was first introduced in the marker in the year 2007. This company has
become a part of the yearly tradition in British Heritage. It has also rings the alarm of arrival
of Christmas in United Kingdom.
Rationale of the study
It is notable that the training can be acknowledged as the important feature in the
contemporary retail industry in terms of earning profits for the companies. Significant
number of companies has initiated number of training event schedules regularly. The chief
1 Manzoor, Q.A., Impact of employees motivation on organizational effectiveness, Business
management and strategy 3 (1), 2012,p.1.

6
rationale of the training is to develop the employee’s skill which eventually makes the
organization more profitable2. The focus of the study is to find out whether the training
programs which are been used by the HR departments of the retail industry are actually
helping employees to develop and performance of their task.
Problem statement
This is to be noted that the hotel industry can be advanced with the help of advanced
training programs and development skills. However, the advanced training facilitated with
the sound and developed technology will require a large amount of investment. Therefore, it
is important to earn significant revenue to offer the significant learning of skills and strategies
to the employees. There is another problem which can be brought into notice. There is a gap
between the skills that the employees already know and the skills are emerging newly in the
terms of industry standard3. Therefore, there is no substitute of the training programs in order
to bridge such gaps. The significant training programs are helpful to both of the workers and
the companies.
Research Aims
This can be stated that the purpose of this study is to understand the significance of
training and development in terms of the precise performance of a particular company4. It is
important to understand that the performance of a company depends upon the performance
the workforce. Therefore, the study focuses on the development procedure of each worker
among the workforce. This study is being conducted to understand the outcome of the
learning skills and strategies. It tries to find out if and how the training and development
2 P. Trkman,The critical success factors of business process management: International journal
of information management, 2010, pp.125-134.
3 K.P. Gallagher et al., The requisite variety of skills for IT professionals: Communications of the
ACM, 2010, 53(6), pp.144-148.
4D. Briscoe, I. Tarique and R. Schuler, International human resource management: Policies and
practices for multinational enterprises, Routledge 2012.

7
programs can create an impact to motivate the employees to show a positive approach
towards work.
Research Objectives
This is to be mentioned that retail industry requires a vast study regarding the new
facilities associated with the technologies. This particular study has an objective to find out
the gap between the requirements and occurrences5. It can be said that the research has tried
to highlight the importance of training and development as the missing link of the two
deliverables. To offer a clear insight regarding the basic subject the idea of the questionnaire
and personal interviews has been taken place as the significant methodology of this particular
research. According to the theories, this particular research has an objective to offer the
prominent understanding of the specific subject of Training on the member of staff
performance6.
Research Questions
1. How does Human Resource training influence the practice of the dedicated staffs?
2. What do the official staffs is gaining individually from the significant training
sessions?
3. Do the training sessions help the eminent hotel business to assess the precise
performance of the number of officials?
4. Do the employees get motivated by these training programs to present optimistic
approach to the work?
5 H. Taylor, E. Artman and J.P. Woelfer, Information technology project risk management:
bridging the gap between research and practice: Journal of Information Technology, 2012.
6 B.D. Blume et al., Transfer of training: A meta-analytic review. Journal of management,
2010.

8
5. Can the optimistic approach of the workers increase the significant number of people
to participate in the training sessions?
6. Does the advancement of the required skills and strategies for the significant job due
to the training session actually improve the performances of the workers?
Research Hypothesis
1. It can be assumed that the response of first question offers the sense of an optimistic
influence of training program on the participations and performances of the dedicated
employees. There can be a clear hint of improvement of workers in terms of work
efficiency at the office.
2. This can be predicted that the answer of the second question can offer the
understanding along with the assistance of training agenda strategies of an entity is
enhanced. It can also be suggested that the performer becomes confident as his or her
skills have been improvised and have the knowledge how to perform a significant
task.
3. The significant response of the working generals’ states that training plays an
important role in the hotel industry. It can be suggested that the hotel business can do
nothing without the help of training.
4. There is an apt response that with the aid of training there can be an optimistic
approach in the task and workers get significantly engaged in it.
5. Training insight gets improved with the assistance of training. It becomes
significantly important when the number of problems that arise due to the effort of the
worker. They become significantly confident and they feel dynamic to perform
significant task.
6. The answers of the respondent general scan state that the training exercise can offer
the scopes to the number of workers to develop their skills in order to act upon sound

9
in the business. It can be assumed that the training programs discard their problem
due to perform their multiple job tasks. The performance gets improved at the end of
the significant and essential training.
Significance of the study
This precise study has significance in the contemporary retail industry for specific
reasons. It has jotted down the multiple data collected by the significant methodology. The
sources of collecting data are significantly direct here in the case of this particular research.
Therefore, it is easy to draw the outline of current scenario of the learning skills. This will
help to understand how the employees are being confident and motivated with the help of
training sessions that help them to learn new technologies and execute their learning in
broader prospect for the benefit of individuals and the company as well7. This study has
highlighted the importance of the training sessions in regular basis. It also finds the
challenges regarding the execution of such training sessions. This can easily be stated that the
readers can look forward to the solutions after analyzing and combating the challenges with
the help of this specific study.
Structure of the research study
 Introduction:
This is to be noted that the staffs are probable to position superior assessment on training
sessions that can be praised. It is important to assess if the number of companies are capable
to appropriate atmosphere to ease the training program.
 Method:
The methodology that has been adopted here for this precise research is to interview the
relevant managers in hotel and to ask number of employees to fill significant questioners.
7 A. Elnaga and A. Imran, The effect of training on employee performance: European Journal of
Business and Management, 2013.

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 Result:
This can easily be stated after applying this methodology that the training program and
employee performance share a powerful bond8. It has also be found out that the both the
Lahore managers and workers express their interest in improving their skill by organizing
such programs and learning from it.
 Discussion:
This is notable that 75%respondents in this significant study suggested that training sessions
ease the improvement of performance of the staffs9. It can be said that basic requirement of
the training session is been observed by the performance evaluation.
Conclusion:
It is evident from this precise study that the training programs have straight impact on
the performances of the staffs. These programs have a significance to raise the degree of the
entire performance of the workers. These programs advance the competence of workforce as
progress level presentation. This is notable that study findings are clearly indicating the
genuine performance of a particular staff can be influenced by the training programs.
Therefore, the association between the two variables like Training & Employee Performance
is optimistic. The research is been done in the retail industry of United Kingdom where it can
clearly be observed that training plays an important role in industry.
8 K. Jehanzeb and N.A. Bashir, Training and development program and its benefits to
employee and organization: A conceptual study: European Journal of business and
management, 2013.
9 A. Brightwell and J. Grant, Competency-based training: who benefits: Postgraduate
medical journal, 2013.

11

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Chapter 2: Literature Review
Keirn, T. and Luhr, E., 2012. Subject matter counts: The pre-service teaching and
learning of historical thinking. The History Teacher, 45(4), pp.493-511.
This book breaks down the entire process of Training and Development and how historical
contexts play an important part in business planning. The book directly targets the people
who are responsible for employee training. It focuses on where they could be going wrong,
stating that one’s employees might not be churning out the output that they are expected to
and trained to do because there could be flaws in the design and the steps they can take to
ensure that the employees do what they are trained to do. The book then suggests that one’s
training must be efficient and effortless, that way the whole program can be inviting for the
employees and ensure that they learn. It should encourage critical thinking in the light of
historical contexts. It then talks about the need for effective visuals. The author then breaks
down the word visual into Visual, Interesting, Simple, Useful, Accurate and Long-Lasting,
stating that these should be observed by the employer as the law. It discusses how one can
ensure that the employees are involved in the process of training and development. She
stresses in this part that the person responsible for the program must be relaxed and
welcoming, not push their employees too hard and to acknowledge where their employees
stand. The importance of free communication at workplace and to extract views and opinions
about the on-going process from those who are hesitant in participating is discussed. The
author then highlights the seven ‘don’ts’ that the trainer must always keep in her/his mind
while the training is on. They encourages trainers to not waste time and not to delay the
training and to ensure that the process goes as scheduled, she says that the trainer must
possess complete and comprehensive knowledge about what they are going to teach, not to
distract or confuse the employees, not to interfere when they are raising questions or overlook

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their needs, not to appear unenthusiastic, not to read from a given text without any personal
anecdotes or inputs and the most important of all to illuminate one’s employees about what
they stand to benefit from such a program. One can have a better functioning training design,
and the by bringing in everyday examples in the training is important, making the entire
training process interactive in nature while ensuring that the communication isn’t one
directional, she also talks about making the process enriching and not to simplify the content
or to miscalculate your employees absorbing capacity. According to the authors, putting what
the employees learn into practice while also allowing them to reassess what they have learnt
is an essential process. The author ends by stating that all trainers must improvise with their
content and not copy it from any book, she talks about the importance of the content being
unique to the situation and specific to one’s organizational goals.
Elnaga, A. and Imran, A., 2013. The effect of training on employee
performance. European Journal of Business and Management, 5(4), pp.137-147.
This article talks about how training one’s employees can be a long drawn process. It
highlights how conventional training programs are time consuming and how it is flawed to
pack a lot of information in a few hours leaving the trainees overwhelmed and not being able
to process the information that they have received. Thus, the article states that the traditional
methods of training are not sufficient and that they are outdated. The article states that new
training programs must incorporate new technologies as this would make the process
engrossing and stimulating. The article emphasizes on four tested methods implementing
which can bring great results for any given workplace. The article first talks about the
importance of in person learning and online learning. Both the methods have its benefits and
the benefits can be doubled if they are combined together. In-person training ensures that the
trainees can directly ask the trainer questions about what is being taught to them while also

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stating that fifty percent employees believe that they learn the best when they are taught in
person as this helps them to remember the material taught much better. But this process is
incomplete. After the employees leave their workplace or after the trainer leaves many
employees are unable to retain what they have been taught in its entirety, this is where online
learning comes in. Online learning ensures that the employees can revisit the material taught
to them and revaluate what they have been taught earlier that day. The article then talks about
letting the employees experience and learn what they have been taught with their own hands.
It stresses on the importance of letting the trainees practice and execute what they have just
learnt with their own hands before they can implement what they have learnt in their day to
day activities at work. This method ensures that the trainees are assertive in what they learnt
and a practice period also ensures that they don’t commit any blunders. The article talks
about how the modern workplace is moving from being location specific and becoming more
location flexible. Since a large number of employees work from home these days it’s
effective to have training programs in the form of mobile apps. Apps are accessible from
anywhere and they also provide the trainees to learn in an environment which they deem
comfortable and free from diversions. The article concludes by saying that everyone has their
own unique pace of learning but most training programs don’t take that in to account. It
stresses on this and states that if the trainer keeps the above in mind then the employees will
also function better for they have not only had time to practice a given task but they have also
had time to contemplate about what they have learnt this strengthens their knowledge further.
The article also talks about interactive apps which allow a trainee to input what they have
learnt into the training texts thus making the process more participative.

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Danish, R.Q. and Usman, A., 2010. Impact of reward and recognition on job satisfaction
and motivation: An empirical study from Pakistan. International journal of business and
management, 5(2), p.159.
This article starts by distinguishing between incidental learning and intentional learning. It
states that incidental learning is any knowledge that is acquired as we undertake our daily
activities without intending to learn anything directly while intentional learning is designed
with the intention of teaching a group/individual something specific. Any training and
development program is a part of the second category. The article then talks about who is
responsible for intentional learning in a workspace? The answer is the organization and the
management. The first step to designing a training and development program is to define
clearly the job description and the organizational goals because this helps the employees to
keep this in focus and move ahead in the establishment. This is defined as the basic
foundation for any training. The article reminds its readers to keep in mind that every
employee is an asset for the company in the present and what is forthcoming. The article
stresses on the plan for individual development which is constructed by individual employees
hand in hand with supervision from their superior. This aims towards making the training
process approachable, attractive, attainable, functional and rational. As a part of the training
program the article recommends that each employee must be involved in assessing
themselves. To make the process cost effective the article suggests certain alterations like
self-assessing committees made up of employees from various departments so that employees
can meet before and after they complete a day at work to learn from one another, conferences
which encourages the employees to put out their best and then follow this up with a
presentation based on the conference attended to one’s departmental staff, notes based on
critical junctures in the company based on experiences of difficult situations with clients and
how they were solved. The article also talks about the importance of field trips which allows

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employees to visit different sites of their organization, to interact with employees from other
branches and thus to learn from others as to where they lead and where they lack. Employees
can be given tools to do their job better like manuals, work guidelines etc., there can be the
promise of increment if an individual or a group functions very well, allowing employees to
rotate their position in order to facilitate learning from other departments, allowing
employees to assist those in other positions so that they can learn and emulate them in their
own work. The article also talks about the efficacy of having an organizational newspaper to
help employees keep track of their own development and that of others. The article
encourages learning from one’s peers by assigning an individual to another person this way
the employee also learn easily as they don’t see any threat in such an act. The article also
highlights the benefits of coaching and mentoring where an experienced senior can take an
employee/s under their wing and teach them the tricks of their work. It also states the
importance of self-learning, networking and work appraisal.
Elnaga, A. and Imran, A., 2013. The effect of training on employee
performance. European Journal of Business and Management, 5(4), pp.137-147.
This article talks about the importance and need for training and development. It stresses on
the fact that training programs are hugely beneficial for not only the employees but also the
organization they are working for because such a program always ensures that the employees
give their best and know in which ways they must contribute. But it then talks about the sad
reality where many believe such a program to be expensive and time consuming and
therefore unnecessary. However, the article points out that any such program is a direct
investment in ensuring the long lasting future of the organization. The article points out that
having a training program often resolves the organizational weaknesses by helping out those
employees who are falling behind. This results in a healthy environment as post training
period all employees possess the same knowledge as the person sitting across them. This also

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ensures that employees can learn from one another thus reducing the amount of instruction
needed to be given before undertaking any tasks. Another benefit of a training program is that
it results in happy employees for they find the fact that they are being trained as an assurance
that the company wants to work on them this directly results in employees executing their
duties properly as they now know the proper guidelines and what they are expected to do. As
Training programs after regular intervals also ensure that the employees are constantly
adapting to the evolving industry standards and that they are up to date with such
developments. Employees who are aware of the changing industry standards also ensure that
one’s company stays on the top and continues to be a strong player in the industry. A proper
training program also ensures that the employees have a coherent understanding and proper
contextual knowledge. This result in consistency in the work output produced by the
employees and also ensures that the standard work policies and technique is adhered to.
Ensuring that one’s employees undergoes regular training programs also helps in educating
and informing them and also ensures that they are exposed to the same knowledge so that
they know that they are all similar and equal. As was mentioned earlier there are
organizations out there who don’t think training and development programs are necessary for
organizational growth. Thus any company or workspace which invests time and money in
such programs also ensures that their employees are more competent than those employees
from other organizations who are made to fend for themselves, who are made responsible for
their own training. Training and development programs can reap benefits for the organization
for they teach the employees that they are a part of the organization that they are not just
individuals but also a part of a larger family. Such employees are also more responsible for
their organization and they understand that they are also cogs in the larger process which
would help the organization run properly.

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Chapter 3: Research Methodology
Introduction
This thesis work focuses on the impact on organizational performance by employee training
and development. We know, some organizations do not care enough about improving the
capacity of their worker but instead frown at and punish any weaknesses portray by the
workers10. It is often a tendency represented by general human capital theories towards
investment in training and development, as such investment is considered very beneficial for
the performance and productivity of employee, and performance of the organization as a
whole.
Research method outline
Structured questionnaires were used as the survey instrument. It has adopted the descriptive
and explanatory approach to assess the role of Training & Development in employee work
performance and to fulfil the other study objectives. Survey sampling has been used to collect
relevant data and responses11. The sampling techniques used were convenience sampling and
referral sampling. Questionnaires were delivered in the various offices by hand. Sample size
was decided on the basis of intuition and gut feelings. In addition to that the chosen method is
known for its economies in terms of time and resources.
10 R.M. Walker, F. Damanpour and C.A. Devece, Management innovation and organizational
performance: The mediating effect of performance management: Journal of Public
Administration Research and Theory, 2010.
11 O.C. Robinson, Sampling in interview-based qualitative research: A theoretical and
practical guide, Qualitative Research in Psychology, 2014.

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Research Onion
Research philosophy: Interpretivism, or how people participate in the social and cultural life.
In other words, you can learn what people understand about each others’ actions.
Research approaches: Deductive, objective stays to come up with the yes or no answer.
Research strategies: Surveys.
Time horizons: Cross sectional.
Data collection method: Sampling and secondary data, and questionnaires.
Research Philosophy
For this research, we use interpretivism, to see how all aspects and people participate in this
culture of work and encouragement to see how12. There is no doubt in it that employees are
the building blocks of an organization. The most value adding possessions (assets) available
to any firm, business, or organization are its workforce. The performance on part of the
workforce is the driving force behind the survival of any business firm. Further, they are of
the view that well performing employees contribute to the efficiency and success of the
organization. So, performance is crucial for the organizations and making strategies to
improve performance and measuring it from time to time are a basic step that is to be taken.
Without desired performance results, it is of no use continuing to invest in processes and
projects.
If we define employee performance then we may say that “the set of employee behaviour,
results, and outcomes that come after completing the job tasks using certain competencies
and that are measured through different metrics constitute employee performance.”
12M.F. Chowdhury, Interpretivism in aiding our understanding of the contemporary social
world, Open Journal of Philosophy, 2014.

20
Justification: Determinants of employee performance are those competencies or factors that
are used to measure the effectiveness and level of individual performance13. These are the
indicators of workforce performance in any organization. These are the constituents of
performance and their product is equal to performing well. It is important to know that
motivation refers to the degree of hard work inserted into the job and the level of contribution
toward achieving the goals; declarative knowledge is inclusive of the knowledge about
different guiding principles, procedures, particulars and the job responsibilities; procedural
knowledge is to know the way of doing the job properly and the skills required to perform the
job.
Research Approach
This research uses deduction and quantitative approaches to measures the impact of training
& development on various skills and retention factors like motivation & loyalty of employee.
The study uses the survey research design method. For this purpose, structured questionnaires
were used as the survey instrument. Survey sampling has been used to collect relevant data
and responses.
Justification: It has adopted the descriptive and explanatory approach to assess the role of
Training & Development in employee work performance and to fulfil the other study
objectives. The time considerations and availability of respondents was the major reason
behind deciding on the sample size through intuition. The quantitative research is that which
tries to find answer to a question through analysis of quantitative data, i.e., the data shown in
figures and numbers. Generally speaking, quantitative research gives the researches the
opportunities to interact and gather data directly from their research participants to
13 M. Šikýř, Determinants of employee performance: how to achieve sustained competitive
advantage, International Days of Statistics and Economics, 2011.

21
understand a phenomenon from their perspectives. In this case the logic of using this
approach is to maintain real life references and phenomena regarding the impact of employee
training and development on employee performance and productivity.
Research Design
This research looks into multiple statements and breaks them to reach a conclusion or
understand it. It is generally called the IMRAD format, or Introduction, Methods, Results
[and] Discussion14.
Justification: Each section addresses a different objective. We can address the problem—in
other terms, the research question—in the Introduction; what we can do to answer the
question in the Methods section; what we observed in the Results section; and what we think
the results mean in the Discussion. While it is neither necessary nor desirable to provide a
full-blown review of the literature as a prelude to the study, it is helpful to situate the study
within some larger field of enquiry.
Research Strategy
Data collected on whether employee have training and development programs conducted for
all employee; practical effects training and development has on the performance at work and
hurdles in the implementation of such programs. The research also emphasizes on the
multiple training methods created and its implementation during the training and
development programs.
Justification: It allows a large number of variables to to be correlated with circumstances. The
use of quantitative approach is compatible with the study problems and questions; and it also
allows the current study to reach and collect empirical evidence from a wider group of
population.
14 L. Oriokot et al., The introduction, methods, results and discussion (IMRAD) structure: a Survey of its use in
different authoring partnerships in a students' journal, BMC research notes, 2011.

22
Selection of sampling method and sampling size
The population relates to the entire set of data that is of interest to the researcher, and the
target population refers to the group of people or objects from which the sample should be
taken15. Because it is not feasible to collect data for the entire statistical population, a sample,
which is a representative of the population, was drawn from the employee of various
companies in different business. Based on that, the target population is 420 people, and it
includes all full time employee of the UK private sector companies located.
Sequence Firm Population Percentage %
1 A 102
24
2 B 90 21
3 C 76 18
4 D
66 16
5 E 58 14
6 F 28 7
Total (A-F)
420
100
For the sample size, 60% of each company was taken into account.
15 U. Flick, An introduction to qualitative research, Sage, 2014.

23
Sequence
Name of Companies
Frequency Sample Size
1 A 102 62
2 B 90 54
3 C 76 46
4 D 66 40
5 E 58 35
6 F 28 17
Total (A-F) 420 254
Not all were used.
Conditi
on
Distributed
Questionna
ires
Returned
Questionna
ires
Useable
Questionna
ires
Un-
Useable
Questionn
aires
Non -
Response
Number
of
Number % Number
%
Number
%
Number
%
Number
%

24
employ
ee 254 100 212
83
188 74 24
9
42 17
Data collection method
Two types of data are mostly used in studies i.e. primary data (newly gathered data for sake
of problem at hand e.g. surveys, interviews, focus group discussions etc.) and secondary data
(data collected from existing sources e.g. company records, government reports, published
papers, reviews etc)16. For this study as questionnaire survey was used so the data for analysis
is primary one. Data collection is crucial for studies dealing with impacts. If the data
collected is unreliable then it is of no use to the researchers. Job experience was asked from
the respondents in order to measure that what level of training focus is put on employee with
the passage of time. More the time spent with the firm, more the responses could be
considered reliable. No particular emphasis was put to include a certain category of
experienced employee to get the responses.
Primary Research
A well-structured questionnaire was distributed in offices, and contained both independent
and dependent variables. Respondents were requested to provide their inputs using a Five
point Likert scale (5-Strongly Agree, 4-Agree, 3- Undecided, 2- Disagree,1- Strongly
Disagree). This scale best describes the extent to which the respondents agree with each items
in the questionnaire.
16 J. Collis and R. Hussey, Business research: A practical guide for undergraduate and
postgraduate students, Palgrave macmillan, 2013.

25
Secondary Research
Secondary sources include all relevant available data that have been prepared, collected, and
analysed by others which include research publications, periodicals, essays, standard records,
evaluation reports—and other relevant documentaries.
Quantitative data collection method
According to17, following six research questions with 6 subdivisions have been developed to
check out the impact:
 Do Training & Development improve the job knowledge of employee and is it related
to increasing the employee performance?
 Do Training & Development influence the work quality of employee and does it
improves their performance?
 Does there any impact of Training & Development on the quantity of work done and
if it relates to performance improvement?
 Is there any improvement of the functional skills through Training & Development for
sake of enhancing performance?
 What is the level of relevance of Training & Development to making employee loyal
to their firm and improving their performance?
 Are motivation and its role in performance increased or decreased due to Training &
Development?
Data Analysis
Mean Rating of responses to questionnaire items are as follows:
17 M.P. Johnston, Secondary data analysis: A method of which the time has come, Qualitative
and quantitative methods in libraries, 2017.

26
Response
Category
Abbreviation Points Bounding Unit
Strongly Agree (SA) 5 4.50 - 5.00
Agree (AG) 4 3.50 - 4.49
Undecided (UN) 3 2.50 - 3.49
Disagree (DI) 2 1.50 - 2.49
Strongly Disagree (SD) 1 1.00 - 1.49
Data analysis was done using Statistical Package for Social Sciences (SPSS Version16). The
use of this package is made with the intension to produce both descriptive and inferential
Statistics. The summary of result was presented using frequency distribution and percentages,
which was used to determine the proportion of respondents choosing the various responses.
Inferential Statistics such as Pearson Correlation, and Linear Regression statistical model
were used to identify and evaluate the causal relationship between dependent and
independent variables and to test the hypotheses of the study. The study targeted a sample
size of 254 respondents and from which 188 questionnaires were considered as relevant for
statistical analysis reaching a response rate of 74%. This response rate was able to provide
enough evidence to make conclusions on the effect training and development on employee
performance and productivity. After that the responses of respondents were scored and the
reliability of the tool was determined using Cronbach’s Alpha. Accordingly, when reliability

27
values of questionnaire items are more than alpha value then it indicates that the scale can be
considered consistent, sound and reliable. For the sake of internal consistency, soundness and
reliability, SPSS (version 16) was used to carry out reliability analysis. Descriptive Statistics
in the form of means and standard deviations for all variables and for the responses were
computed. Factor analysis was carried out before inferential analysis of the results on training
and development as the independent variables and performance and productivity as the
dependent variables. Pearson's correlation coefficient (r) is a measure of the strength of the
association between the two variables. According to the common practice used in research
studies that normally include several variables, beyond knowing the means and standard
deviations of the dependent and independent variables, the researcher would often like to
know how one variable is related to another.
Research ethical consideration
To the best of knowledge, there has been no data falsification and data manufacturing. No
participants were physically, emotionally, or mentally harmed and all participation was
consensual. Neither the names of the participants or the firms they work for will be available
to any third party, along will all the other information collected. No data was modified for
biased or partial results.
Research limitation
Firstly, the study is limited to the influence of two independent variables namely training and
development. Based on this limitation, it is recommended that future research could include
additional variables such as empowerment, capabilities etc. that correspondingly donate to
performance and productivity which the existing research cannot conceal. Secondly, the
measurement of study variables and their effect on performance and productivity are all
based on respondent’s perceptions and attitudes while filling the questionnaires. Thus,
elements of errors and bias might exist in the data set. Thirdly, the study covered only retail

28
companies in the private sector in UK, so if findings of this study to be generalized, then
public sector retail companies should be researched to get more updated valuable
contributions regarding the effect of training and development on employee performance and
productivity18. Fourthly, the overall findings of this study is applicable to smaller to medium
sized companies, therefore, the present findings cannot be generalized to bigger firms.
Finally, the sample size is relatively small for such kind of study this is due to time, resources
and willingness to respond constraints.
Time Horizon
The research uses cross sectional time horizon, i.e., spread across a very small amount of
time of a few weeks. The questionnaires were handed over and collected on the same day
from each firm.
Summary
This study was to investigate the impact of training and development on employee
performance and productivity in UK retail private sector transportation companies. The
objectives are stated to determine the impact of training on employee performance and
productivity, determine the impact of development on employee performance and
productivity, explores different methods of training and development that affect employee
18 S.M. Kompaso and M.S. Sridevi, Employee engagement: The key to improving
performance, International journal of business and management, 2010.

29
performance and productivity.
Chapter 4: Presentation of Data
Introduction
We get the following statistical demographic indications:
a) With respect to Gender, the gender allocation of the sample of respondents from the
companies at which the research was conducted19. As can be seen from the table above the
representation of male is 170(90.42 %) and female representation is 18(9.58%).
b) With respect to Age, that the majority of participants age is between 31-40 (34.04%); then
comes the age between 21-30(28.72%); then the age between 41-50(22.34%); next comes the
age less than 20(08.51%) and above 50(06.38%). Careful analysis of age distribution shows
that, these companies prefer to employee young able bodies because the nature of work
requires people that have stamina and take the burden of heavy load jobs.
c) With respect to Marital Status, married workers 126(67.02%); not married 42(22.34%);
and engaged 20(10.64%). The classification of majority of respondents as married benefited
this study in that, the respondent connected this study on training and development with
potential increase in financial rewards and improvement in their social status.
d) With respect to Nationality, the majority of respondents were UK citizens, 117(62.23%);
while other nationalities 71(37.77%). These percentages indicate that these companies meet
labour law requirements regarding the employment of UK citizens and the accepted
proportion of expatriates working in these companies.
19 M. Bertrand, C. Goldin and L.F. Katz, Dynamics of the gender gap for young professionals
in the financial and corporate sectors, American Economic Journal: Applied Economics,
2010.

30
e) With respect to Education, most respondents had secondary education128(68.10%);
primary education 22(11.70%); while minority of the rest of respondents 38 (20.20%) hold
higher degrees ranging from diplomas to masters.
f) With respect to Occupational Status, the majority of employee are drivers 128(68.10%)
assisted by 24(12.76%) support staff; supervised by 12(06.38%) supervisors; and managed by
12(06.38%) middle management, human resource managers 6(03.19) and top management
CEOs 6(03.19).
g) With respect to Experience, the majority of employee 60(31.92%) have between 7-10
years of experience; 51(27.12%) respondents have above 10 years of experience; 42(22.34%)
respondents have 4-6 years of experience and only 35(18.61%) respondents have 1-3 years of
experience.
h) With respect to income, the majority of employee 72(38.29%) earn between 400-599
(UKP) per month; 55(29.25) earn below 399(UKP) per month; 30(15.95%) of respondents
earn between 600-799(UKP) per month;19(9.6%) of respondents earn between 800-999
(UKP) per month; and finally 12(6.41%) of respondents earn above 1000(UKP) per month.
Quantitative Presentation
SN Scale
Number of
items
Cronbach's Alpha
1 Training Methods 10 0.843
2 Development Methods 12 0.832
3 Performance 03 0.828

31
4
Productivity
11 0.813
In general, a higher value shows a more reliable generated scale. 0.70 is an acceptable
reliability coefficient. In above table, the reliability values of the stated variables (ranges
from 0.813 to 0.843) are greater than the prescribed threshold of (0.70) and in comparison
Cronbach's Alpha values are compatible to reliability test of the conducted pilot study with
Cronbach's Alpha value 0. 821); hence the scale is sound and reliable.
Table 2: Over all means for Training, Development, Performance and Productivity
Variables Means
Standard Deviations
Training Methods 4.01 0.577
Development Methods
3.95 0.587
Performance 4.15 0.568
Productivity 3.94 0.560

32
Table 3: Correlation Matrix for all variables involved:
Variables Performance
Productivity
Training
Development Training &
Development
Performance 1.00
Productivity .549 1.00
Training .595 .582 1.00
Development .567 .564 .579 1.00
Training &
Development
.649 .636 .568 .566 1.00
 Table 4: Coefficients for training, development, training & development and
performance
Variables Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
Beta Std. Error Beta

33
Constant .325 .392 .419 3.511 .001
Training .629 .095
.572
7.143
.053
Development .584 .075 .546 5.971 .036
Training &
Development
.605 .056
.588
4.876
.043
Table 5: Coefficients for training, development, training & development and Productivity
Variables Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
Beta Std. Error Beta
Constant .218 .292 .408 3.511 .001
Training .609 .083 .571 6.241 .049
Development .524 .069 .556 5.881 .039
Training &
Development
.058 .587

34
.585 4.426 .042
Qualitative analysis question:
Set 1:
Ho:"There is not a significance relationship between employee training and employee
performance ".
H1: "There is a significant relationship between employee training and employee
performance ".
Ho: "There is not a significance relationship between employee development and employee
performance ".
H2: "There is a significant relationship between employee development and employee
performance ".
Ho: "There is not a significance relationship between employee training & development and
employee performance ".
H3: "There is a significant relationship between employee training & development and
employee performance ".
Ho:"There is not a significance relationship between employee training and productivity”.
H4: "There is a significant relationship between employee training and productivity ".
Set 2:
Ho:"There is not a significance relationship between employee training and productivity ".

35
H4: "There is a significant relationship between employee training and productivity ".
Ho: "There is not a significance relationship between employee development and
productivity ".
H5: "There is a significant relationship between employee development and productivity ".
Ho: "There is not a significance relationship between employee training & development and
productivity ".
H6: "There is a significant relationship between employee training & development and
productivity ".
Chapter 5: Analysis and Interpretation of Data:
Introduction:
The following analysis of the data along with interpretation using SSPS are as follows:
a) Independent variable "training methods": on job training is the highest with a mean of 4.68
and standard deviation of 0.563. While off job training is the second with a mean of 4.42 and
standard deviation of 0.524. Ranked thirdly is promotion & advancement training programs
with a mean of4.34 and standard deviation of 0.522. Fourth in rank is health & safety training
programs with a mean of 4.26 and standard deviation 0.512. Fifth in rank is orientation &
induction with a mean of 4.12 and standard deviation of 0.502. The mean of other variable
ranges from (3.14 to 3.98) and standard deviation ranges from (0.608 to 0.688).
b) Independent variable "development methods": enrich job experience is the highest with a
mean of 4.56 and standard deviation of 0.546. While formal education programs are the
second with a mean of 4.32 and standard deviation of 0.546. Ranked thirdly is job rotation &
challenging job transfers with a mean of 4.28 and standard deviation of 0.520. Fourth in rank

36
are career development & progression programs, with a mean of 4.24 and standard deviation
0.514. Fifth in rank is orientation & induction, with a mean of 4.03 and standard deviation of
0.556. The mean of other variable ranges from (3.34 to 3.99) and standard deviation ranges
from (0.689 to 0.602).
c) Dependent variable "performance": result–oriented measures, i.e. criterion–based with
elements (effectiveness, efficiency, economy and quality) is the highest with a mean of 4.33
and standard deviation of 0.583. While predetermined standards with elements (accuracy,
completeness, cost and speed) is the second with a mean of 4.13 and standard deviation of
0.506. Ranked thirdly is relative-normative measures with elements (concepts, instruments
and applications) with a mean of 3.99 and standard deviation of 0.614.
d) Dependent variable "productivity": improved quality with elements (projects, products
and services) is the highest with a mean of 4.48 and standard deviation of 0.502. While less
defects, failure and malfunctions is the second with a mean of 4.22 and standard deviation of
0.511. Ranked thirdly is good customers Service with a mean of 4.11 and standard deviation
of 0.501. Fourth in rank is reduction of staff turnover and absenteeism with a mean of 4.06
and standard deviation 0.545. Fifth in rank is competitive edge attainment with a mean of
4.04 and standard deviation of 0.535. Sixth in rank are improved working conditions with a
mean of 4.00 and standard deviation of 0.545. The mean of other variable ranges from (3.55
to 3.89) and standard deviation ranges from (0.601 to 0.618).
The table (2) above shows that the overall means for all variables ranged from a low value of
3.94 to a high value of 4.15. Results of descriptive statistics reveal that the impact of training
and development is considerable, which means for both independent variables (training and
development methods) are relatively high, and are above the mean value of first dependent
variable (in this case employee performance); with 3.95 >4.15. This indicates that over all

37
employee performance is influenced by training and developments methods used. The same
can be said for the second dependent variable; here the means for both independent variables
(training and development methods) are relatively high, and are above the overall mean value
of second dependent variable (in this case employee productivity); 3.95 > 3.94; this indicate
that employee and organizational productivity are influenced by training and developments
methods used.
The Table (3) depicted positive correlation between training, development, training &
development, employee performance and productivity. The following results were indicated:
Regarding the correlation between training, development and employee performance, the
highest positive correlation in this study was found between training & development and
employee performance (r =.649, p<0.01). The second highest correlation was between
training and employee performance (r =.595, p<0.01) and the third highest correlation was
found between development and employee performance (r =.567, p<0.01) and finally, high
correlation was noticed between productivity and employee performance (r =.549, p<0.01).
The table (4) shows the relationship between training, development, training & development
and performance. The results depict that employee performance will be 0.325, a unit increase
in training would lead to increase in employee performance by 0.629 units, a unit increase in
development would lead to increase in employee performance by 0.584 units, a unit increase
in training & development would lead to increase in employee performance by 0.605 units.
The table (5) shows the relationship between training, development, training & development
and productivity. The results depict that productivity will be 0.218, unit increase in training
would lead to increase in productivity by 0.609 units, a unit increase in development would
lead to increase in productivity by 0.524 units, a unit increase in training & development
would lead to increase in productivity by 0.585 units.

38
Model Summary for Training, Development, Training & Development and Performance
Model R R
Squar
e
Adjust
ed R
square
Std.
Err
or
( β)
Beta
F
Valu
e
T
Val
ue
Sig
Lev
els
(1) Training
and
Performance
.572 .331 .324 .956 .572 59.986 8.775 .000
(2)
Development
and
Performance
.546 .312 .298 .919 .546 46.433 8.488 .000
(3) Training &
Development
and
Performance
.588 .349 .336 .972 .588 62.876 9.264 .000
Model (1): The value of R Square implies that 33% variation in the dependent variable
(performance) is because of independent variable (training). The value of F (59) implies that
the model possesses significant overall strength. This ensures the correctness of the model.
On the basis of Beta co-efficient the model implies that training causes 57% positive
variation in employee performance, t= 8.775 and also p<0.001). So Ho which declares that
"There is not a significance relationship between employee training and employee
performance" is rejected and H1, which declares that "There is a significant relationship

39
between employee training and employee performance" is accepted.
Model (2): The value of R Square implies that 31% variation in the dependent variable
(performance) is because of independent variable (development). The value of F (54) implies
that the model possesses significant overall strength. This ensures the correctness of the
model. On the basis of Beta co-efficient the model implies that training causes 54% positive
variation in employee performance, t= 8.488 and also p<0.001). So Ho which declares that
"There is not a significance relationship between employee development and employee
performance" is rejected and H2 which declares that "There is a significant relationship
between employee development and employee performance" is accepted.
Model (3): The value of R Square implies that 34% variation in the dependent variable
(performance) is because of independent variable (training &development). The value of F
(62) implies that the model possesses significant overall strength. This ensures the
correctness of the model. On the basis of Beta co-efficient the model implies that training &
development causes 58% positive variation in employee performance, t= 9.264and also
p<0.001). So Ho which declares that "There is not a significance relationship between
employee training & development and employee performance" is rejected and H3 which
declares that "There is a significant relationship between employee training & development
and employee performance" is accepted.
Training, Development, Training & Development and ProductivityTable (14): Model
Summary for Training, Development, Training & Development and Productivity
Model R R Adju Std. ( β) F T Sig

40
Squ
are
sted
R
squar
e
Erro
r
Bet
a
Val
ue
Valu
e
Level
s
(4)
Training
and
Productivit
y
.571 .329 .313 .947 .571 58.986 8.724 .000
(5)
Developme
nt and
Productivit
y
.556 .327 .309
.923 .556 49.433
8.635
.000
(6)
Training &
Developme
nt and
Productivit
y
.587 .345 .338
.968 .587 61.776
9.164
.000
Note: The beta column indicates the value of standardized regression coefficient. Beta
represents the

41
Effect that standard deviation difference in the independent variable would have on the
dependent variable in standard deviation (the standardized scores of the dependent
variable).
Model (4): The value of R Square implies that 32% variation in the dependent variable
(productivity) is because of independent variable (training). The value of F (58) implies that
the model possesses significant overall strength. This ensures the correctness of the model.
On the basis of Beta co-efficient the model implies that training causes 57% positive
variation in productivity, t=8.724 and also p<0.001). So Ho which declares that "There is not
a significance relationship between employee training and productivity" is rejected and H4,
which declares that "There is a significant relationship between employee training and
productivity”, is accepted.
Model (5): The value of R Square implies that 32% variation in the dependent variable
(productivity) is because of independent variable (development). The value of F (49) implies
that the model possesses significant overall strength. This ensures the correctness of the
model. On the basis of Beta co-efficient the model implies that development causes 55%
positive variation in productivity, t=8.635and also p<0.001). So Ho which declares that
"There is not a significance relationship between development and productivity" is rejected
and H5, which declares that "There is a significant relationship between development and
productivity" is accepted.
Model (6): The value of R Square implies that 34% variation in the dependent variable
(productivity) is because of independent variable (training & development). The value of F
(61) implies that the model possesses significant overall strength. On the basis of Beta co-
efficient the model implies that training & development causes 58% positive variation in
productivity, t=9.164 and also p<0.001). So Ho which declares that "There is not a

42
significance relationship between training & development and productivity" is rejected and
H6 which declares that "There is a significant relationship between training & development
and productivity" is accepted.
Quantitative Analysis
Inferential statistics, on the other hand generated tabulated statistics that shows the results of
correlations, coefficients and regressions on the data collected from 188 respondents through
questionnaires. After applying the linear regression on the collected data to check the cause
and effect relationship between the training and development (independent variable) and
employee performance and productivity (dependent variables) the above mentioned result has
been drawn. The probability of f-statistic shows the significance level of the research.
According to the standard if the p value is < 0.05 so than it is significant. In this study the
above given tables demonstrates the p value is 0.000 which is < 0.05 thus the model of the
research is statistically significant.
Qualitative analysis
The general objective of this research was to assess the impact of training and development
on employee performance and productivity for the case of UK private sector companies.
Most of the respondents through their answers confirmed the important role of training and
development on their performance and productivity20. According to responses, training,
development methods and activities brought new potentials for employee when performing
task and resulted in increased performance and productivity. Descriptive statistics are in the
form of means, which provide evidence that training and development are essential key
variables that definitely lead to enhancement in performance and increased productivity.
20 R. Garcia-Castro, M.A. Ariño and M.A. Canela, Does social performance really lead to
financial performance? Accounting for endogeneity, Journal of Business Ethics, 2010.

43
Toward a better understanding of the effects of training and development in chosen
companies, this research points out the importance of training and development for the
workforce, determines the major types of training and development programs, discusses the
extent of relationship that exist between training and development and decide the overall
impact on employee performance, productivity, and over all organizational performance.

44
Chapter 6: Conclusion and Recommendation
Linking with the objectives:
The primary objective of this study is to find the gap between the possibility and the current
occurrences of the training and development events in retail sector. This study will highlight
the capital as the prime limitation of this sector. Therefore, the authors have collected data
from various sources. The significant author has tried to conduct number of personal
interviews with the help of generating few questionnaires. It can be stated that facts that have
been discovered as the people seem interested in this particular field. The number of people
are finding these training sessions helpful as they are becoming confident with the newly
gained knowledge skills. These trainings are not only making them skilled but also inspire
them to execute and moderate the gained skills. The learners are being motivated to engage
themselves into new experimentations. They are not only learning the standard skills of the
national sectors. They are keen to learn the global standard skills and strategies of the retail
sector. It can be stated the global studies help them to understand the position of the
particular company among the nation and in the entire globe. This is how they can state the
comparison between the skills that are being used in the national companies and international
companies. They can immediately find the lacking and risks of the particular sector. The new
learners will be able to learn not only theoretically or hypothetically but to face challenges in
the field levels. The entire process requires a large amount of investment. There are still
number of dimensions to be discovered. It is true that without proper funding the training of
technology cannot be attained. However, there are the groups of investors who are investing
in this particular field to motivate the potential learners. This is because they can predict if
the contemporary learners can learn the skills and strategies properly they can offer the
benefit to the entire industry. Therefore, it will help the investors to earn significant profit as
per their investment. It is evident that the retail market is being emerged with the help of

45
proper training and development skills. These contemporary circumstances help the people to
take retail as a career opportunity and to motivate them learning these significant courses
related to the training and development of retail industry.
Recommendation
This is notable that the significant degree of the system to the Partnership is dependent on
multiple numbers of predictions regarding the further projects. It can be stated that the future
assistance can be of any significant value in comparison with the contemporarily decided
predictions. These are not bear out in performances or the multiple predictions can be decided
in the long run. They need to execute the major transformations like:
 Transformations in further prospect of charge inflation:
It can be stated that chief portion of the strategy’s profit compulsions are associated to
increase and superiority leads to superior accountabilities. Therefore, an increment in
the significant procedure will raise the deficit. This is counterbalance in portion by the
Trustee’s accountability matching scheme.
 Transformation in the reduction rate utilized to worth pension accountabilities:
The significantly low reduction rate can lead to a significantly high current value to be
positioned the further prospect of pension payment. Therefore, a diminution in
discount rate will raise the deficit. This is compensating in part by the Trustee’s
accountability identical system.
 The return on possessions being significantly low than predicted:
This is to be noted that the significant growth in possessions fall beneath the reduce
speed utilized to cost the accountabilities can increase the pension deficit. This is
counterbalance in portion by the invertors’ investment policy of holding a highly
diverse portfolio of arrival of seeking possessions.
 Falls in asset values not being matched by similar falls in the value of liabilities:

46
As the majority of assets held by the scheme are not matched to the liabilities of the
scheme, a fall in plan assets will lead to an increase in the deficit. This is
counterbalance in portion by the investor’s speculation approach of investment an
extremely diversified portfolio of return seeking possessions.
 The unforeseen raise in life expectation can lead to a raise in the strategies’
accountability:
A sudden raise in life expectation would denote pensions are predictable to be
remunerated for a longer period, so raising the accountability and the scheme’s
shortage. This is counterbalance in fraction by the system implying a Life Expectancy
Adjustment Factor, whereby upcoming pensions arriving into remuneration can be
accustomed to allocate for raise in life anticipation.
Therefore, this particular company requires engaging themselves in order to learn and
polish the significant skills and strategies in order to cope up with the number of
challenges.
Limitation
This is notable that there are number of limitation in terms of implementing the
process of training and development sessions in order to advance the quality of the significant
workforce. It is evident that according to the annual report of John Lewis, there is a large
number of Debt ratios. The ratios can be compared with the entire debts to the flow of capital
they produce every year. The ratios reach 3.0 times from 4.0 times within 2016 to 2017.
These can be observed as the challenges that can decrease the degree of productivity and
capital flows or those that would raise the entire debts in order to make it difficult for the
workers in terms of achieving success. The significant amount of doubt in business
procedure, in the retail marketplace, poses challenges to effectiveness and capital flows. The
list is comprised of inflationary charge stresses from the flaw in the authentic replace rate as

47
the speed of transform in advertising prices is to be considerably slower, the sustained
transfer from shops to online and supplementary amplification of competition in the
marketplace as a whole. It is important to highlight the transformation in administration
strategies and the doubt around Brexit creates risks to the risks. This can be acknowledged as
the reason of decreasing the client’s motivation and expenditure influencing prosperity and
currency flows, or through increment in our pension liability due to a lessening in market
attention rates or deflation of the pension fund’s property. The data they are using in
identifying the transforming patterns in the client behaviour. This will require the raise of
utilization of client information to drive personalized observations that associated to the
significant clients’ lives. They still have no methods to those transforming client
requirements and behaviours. It is important to ensure the things they want to benefit their
companies in addition to the support and pace to their obtainable initiative. They are having a
complicated nature and rising scale of the savings in knowledge and IT. They require
increased levels of transformation. Therefore, it is important to inspire the workers to learn
the skills and strategies. However, this also requires a large amount of investment.
Future Scope of the Study
This is notable that the retail industry can be acknowledged as an emerging industry in terms
of national and international prospects. However, there is lack of significant knowledge and
the number of expertise workers in this particular field. It is evident that the technologies of
this particular sector are continuously evolving. Therefore, it can easily be assumed if one can
learn proper technologies and can execute the knowledge can attain success easily. This is to
be mentioned that retail is an industry where number of fresh and newcomer investors wish to
invest money. They have correctly predicted that the significant amount of investment ensure
the return of their investment along with the huge amount of profit. Therefore, there is no
doubt that the learners and beginners who wish to learn, experiment and execute their skills

48
and strategies in the sector of retail industry are having the large number of possibilities in
terms earning profit. It can be stated that learners who are attaining the training sessions can
polish their own skills in order to secure their future. This is also to be noted that the entire
global retail industry will be benefitted by them in the long run. It can be mentioned that the
training and development sessions will help the workers to identify the risk factors of the
specific job. They can evaluate the risk factors and can do the needful to overcome the
situation. These significant sessions can help them to distribute the work among the
workforce on the basis of their area of interest and potentiality. This is how the skilled and
trained employees can help the company to grow fast. It can be predicted that not only the
company but the entire global industry will be benefitted with the help of such skilled
performers. This is notable that the contemporary learners will advance the growth this
particular industry. In addition they will increase the prospect of the study in this particular
field. The contemporary learners will motivate the novice people to go through by this
training procedure. The continuous and rapid interest of the people can lead this industry to
flourish.

49
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