E-TRAINING AND DEVELOPMENT SYSTEMS AND PERFORMANCE OF QUICKMART SUPERMARKETS IN NAIROBI CITY COUNTY KENYA
Abstract
This study established the effect of e-training and development on performance of Quickmart supermarket in Nairobi City County. The study adopted a descriptive research design. The study targeted 194 employees in the human resource management, information technology and accounting and finance departments in six Quickmart supermarkets in Nairobi City County were selected from central region, eastern region, northern region, north eastern region, southern region, and western region. The study sample size was 129 respondents. The study collected primary data using a structured questionnaire. Pilot study was done to test the research instrument. Validity and reliability of the research instrument was tested. Cronbach’s Alpha was used where a coefficient of 0.7 and above was considered adequate. Descriptive statistics and inferential statistics were used in the analysis of data. Descriptive statistics included mean, standard deviation, frequencies and percentages while inferential statistics included correlation analysis and regression analysis. Pearson correlation coefficient was used to assess the extent of the relationship between the independent and dependent variable. Multiple linear regression was used to examine the effect of e-training and development system on organization performance. R2 was used to determine the goodness of fit of the model while F-statistic was used to determine the overall robustness of the empirical model. Significance of the variables were determined using p-values at 0.05 level of significance. Results were presented in tables. The study is of great significance to the management of Quickmart supermarkets since it helps the management in adoption of e-training and development to improve its performance. The study found that the coefficient for e-training and development systems is 0.329 (t = 3.576, p = 0.001), revealing a strong positive and statistically significant relationship between e-training and development systems and organization performance. The study thus concluded that by investing in technology-driven HR practices, adhering to data privacy standards, and fostering a culture of continuous learning, these organizations can enhance their performance, streamline operations, and remain competitive in the retail industry.
Key Words: E-training and Development Systems, Organizational Performance
CITATION: Okanda, S. M., & Makhamara, F. H. (2023). E-training and development systems and performance of Quickmart Supermarkets in Nairobi City County Kenya. The Strategic Journal of Business & Change Management, 10 (4), 1032 – 1044. http://dx.doi.org/10.61426/sjbcm.v10i4.2803
Full Text:
PDFReferences
Cooper, D.R. & Schindler, P.S. (2014). Business Research Methods. 12th Edition, McGraw Hill International Edition, New York.
Creswell, J.W. (2013). Research Design Qualitative, Quantitative, and Mixed Methods Approaches. 4th Edition, SAGE Publications, Inc., London.
Daniel, E. & Wilson, H. (2003). The Role of Dynamic Capabilities in E-business Transformation. European Journal of information Systems, 12:4, 282–96.
Fatihudin, D. (2018). How to measure financial performance. International Journal of Civil Engineering and Technology (IJCIET), 9(6), 553-557.
Gan, H., Park, M. S., & Suh, S. (2020). Non-financial performance measures, CEO compensation, and firms’ future value. Journal of Business Research, 110, 213-227.
Pangemanan, M. B. R. (2015). The impact of staffing, training and development, performance management on organizational commitment. Jurnal EMBA. 3(1), 173-18
Peteraf, M. A. & J. B. Barney (2003). Unraveling the resource-based tangle", Managerial and Decision Economics, 24(4), 309-323.
Rahuma, A., & Fethi, S. (2022). A new approach to evaluate environmental strategy: Empirical evidence from international petroleum companies using the balanced scorecard model. Business Strategy and the Environment, 31(7), 3152-3165.
Zamzam, R. (2017). Effect of Training and Development on Employee’s Performance: The Case of Equity Bank Kenya. (Unpublished MBA thesis, University of Nairobi).
Stobierski, T. (2020). Thirteen financial performance measures managers should monitor. Harvard Business School. https://online.hbs.edu/blog/post/financial-performance-measures
DOI: http://dx.doi.org/10.61426/sjbcm.v10i4.2803
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.