Effectiveness of Training and its impact on employee performance in the Department of Lands and Survey

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1 Effectiveness of Training and its impact on employee performance in the Department of Lands and Survey Dr. Mousa AlSaudi (Corresponding author) Balqaa Applied University, Tel Dr. Mohammad AlAjlouni Balqaa Applied University Dr. Loui AlNaji AlZaytoonah Private University ABSTRACT This paper seeks to explore the role of and its effectiveness on the employees in the Department of Lands and Survey. It also sheds light on problems encountered during and after. To measure the effect of, a group of employees were subjected to a two year period/course after which they filled a form used for measurement. Training had a significant effect on employees behavior and performance, reducing mistakes and enhancing management and productivity. Furthermore, the study found out that improved decisionmaking strengthens the core values of the service. The research builds on data collected from the department of Lands and Survey. It focused on a two year program provided for its employees. This study is of importance because it sheds on the process, the ability to improve employee performance in the department as well as the effect of on employee behavior and attitude towards their job. Keywords: Training, decision making, production, leadership, employee relationship. INTRODUCTION Investing in the employee has become a major concern for many organizations in order to retain skills and experience as well as meet employee demands to keep them satisfied and in loyal to their work. The employees value has become a major resource that measures the wealth of the company through staff. Training has become the main tool to keep up with the fast advancing technology as well as market competition. Whether on a public level or in private sectors, investment in needs to be given a high priority, furthermore, the ability to use scientific methodologies to measure success is also required in order to improve the positives and focus on the weaknesses. Many researchers explored the role of and its impact on performance, researchers also worked on the effect of on the returns. Halawani (006) presented a paper to the junction of the and development discussing the role of and its affect on achieving the intended goals. He also found some negative effects to including that many departments focus on but not on making sure employees apply what they learned in their job. Furthermore, the study found that many employees forgot what they learned after a period of time, mainly due to the lack of application. (Tarawneh, 00) Agha and Khalaf Allah (86) approached the effect of on employees from an analytical view. The study concluded that the works to refine the efficiency of the performance of employees as well as increase the professional relationship between the Society for Business Research Promotion 6

2 trainees and the leads in the program. They approached the effect of on employees from an analytical view. The study concluded that the works to refine the efficiency of the performance of employees as well as increase the professional relationship between the trainees and the leads in the program. Qaryouti (008) demonstrated the importance of for both employees as well as management to help create a common language between them whey applying what s learned in the in the real life world. The study also focused on the importance of good preparation in order to maximize the benefits from the program. TRAINING Training Objectives The objectives are the goals sought by the program. These goals represent the results must be determined and approved before it s started. Understanding and determining the goals is one step to determining the methodology (Yagi, 86, p 6). In general, goal objectives can be determined based on the department being trained. A department can consist of different levels of employees: Senior Management Middle Management Executive Management Because the type of work among administrative levels differ from one level to another, senior management is responsible for strategic decisionmaking while middle management is mandated to make tactical decisions and executive management is responsible for making decisions concerning the daily operations of the organization, the goals of need to be specified to cover all three types. Training objectives can fall under the following three categories:. Creativity and innovation: Oriented towards senior management.. Supervisory and problemsolving: Oriented towards middle management 3. The usual informationoriented: Targeted towards lower management executives or employees who need to increase knowledge and capacity development and skill needed for their work. (Ghazawi, 006, p 6) Another methodology (Shammari, 00) to classify types is to look at the individual within the organization and what s required from him or her. Such classification can fall under one of the following categories:. Training that helps improve staff performance leading to increasing administrative efficiency and productivity.. Training that aims to developing the staff knowledge (such as knowledge of the organization's history and organization of its policy, objectives and systems of work procedures in), skills and abilities (such as management skills to plan, organize, and control and the ability to make decisions and solve problems and develop a sense of responsibility) and attitudes (such as a tendency to develop the desire and the payment to action and cooperation with colleagues and superiors) in the areas of their business 3. Training that aims to changing the individual behavior in order to bridge the gap between actual performance and desired level of performance achieved. 4. Training that aims to creating a positive relationship between the organization and its members, leading to the integration of each of their interests in a single template and thus generating a relationship between the individual and the organization. 5. Training that aims to improving the overall work climate in the organization and to enable staff members to share their work experience accomplish their tasks (Yaghi, p 86.06). 6. Training that aims to achieve state objectives. (AlAzzawi, 006, p 66). Society for Business Research Promotion

3 Training Elements Training success is measure by the goals it accomplishes, but for a to be successful, several elements need to be met (Yaghi, 86, p 36). Identify needs and goals Identifying type: a. Preentry b. Service oriented 3 Identify methodology: a. OnTheJobTraining b. OffTheJob Training Training program design In order to build a strong program, several pointers need to be taken into consideration: To determine the objectives of the program To identify material, including slide shows, books, notes and lectures. The proper trainers need to be evaluated and tested to ensure they poses the proper knowledge, skills and ability to transfer their knowledge to trainees. Some of the features looked for in a trainer include:. Poses good communication skills. Experienced in the field 3. Flexible time to meet with field agents outside periods Trainers Selection Given the important role played by the coach to the success of the process, the matter calls for making a great effort to providing an efficient coach who can raise the attention of trainers through the period. The selection process is divided to two main phases:. Nomination: where employees nominate whom they see best to train them. Selection: Management selects the candidate and writes down and signs proper contracts to have him or her perform the. Training Groups Training methods are based on the objectives and goals required from the trainees to poses. The sample was divided into two parts: Group A; This group was trained using:. News and methods include lecture, seminars, conferences, discussion of cases, the method of coincidence and other.. Viewing methods: This includes the written word, picture, posters, animation, graphics, illustration style pilot, the roleplay, watch operations, field visits. 3. Roleplaying (for participants) oriented applications, periodic functions, performance, written exams, and simulations. Group B;. Training methods aimed at increasing the knowledge and information of trainees through lectures, conferences, seminars, discussions, and case studies.. Training methods designed to develop capacity and skills, such as basketmaking, case studies, games, situation analysis, and experimental illustration style, and others. 3. Training methods designed to change behavior and attitudes of trainees such as role representation, information analysis and relationships, movies and case studies, and way of illustration the experimental and case studies, movies, etc. Society for Business Research Promotion 8

4 Training program evaluation Evaluating programs help determine the efficiency of both trainers, programs, and the amount of goals achieved from the. Training evaluation can be conducted throughout the following three stages (D. Yunus, 008, p ): Pre: Training needs and program design is evaluated to ensure they meet the required standards. During the : Training steps, phases and trainer performance is evaluated to ensure trainers are following the program. Post: Assessing and evaluating the trainees to make sure the objectives are met. Training Obstacles There are some obstacles that prevent the achievement of objectives, which in the end impedes the movement of administrative development. Some of these obstacles include(d. Younis, Younis, 008, p 8): The lack of understanding of the importance of in upper management class due to slow ROI in some cases. Difficulty in building strong programs due to the lack of experienced employees who have knowledge in both the job as well as skills. The failure to providing necessary facilities to carry out the process. Lack of clarity of objectives which are the main reason behind the success of any. Procedural Definitions: Training effect: every attempt to get information, feedback on the results of the program and estimate the value of in the light of that information (Gelmiran 008) and (Muasher, 004). Performance is the result of interaction (Hamdi 008). Measuring the return: The extent of increasing the capacity of trainees to apply the skills they acquired through programs. (D. Qaryouti, Ajami 008). Investment: A Comparison of usefulness of the of financial resources spent on it. Theoretical Framework Training occupies an important place among the administrative activities aiming at raising production efficiency, improve services and enhance working methods (Najim, ), (Al Allaq, 00) and (Muasher, 00). Furthermore, employees understand the importance of because of the following reasons: The ability for to increase efficiency. (Lucy, 006), (Haijan, ) and (Khaja, 006) The love to learn and improve oneself to be competitive in the market. (Alinfiei, 003) and (Zoubi, ) Furthermore, many researches focused on the concept of as a planned activity designed to bring about changes in the individual and the community in terms of information, experience and skills and performance rates and methods of work and trends, which makes this individual fit for carry out his work. (Ghazawi _006_ 4:3 AM). Yagi (86, p 5) and Santos (003)gave another definition for which was: The activity of a plan to bring about changes in the individual and the community in terms of information, experience and performance rates and methods of work and behavior and trends, which makes this individual or that group fit to do their jobs efficiently and productivity high. Society for Business Research Promotion

5 Dessler (005) and Teas, (3) commented on as: Training is the method used to provide the employee or new employee with the skills needed to accomplish his or her work or to perform his or her functions properly Sample The study population consists of (00) officers working in the Department of Lands and Survey / center of the circle (Public Legislators). The sample has undergone programs during the past two years. The sample was given (00) questionnaires to fill, () were recovered from which () were rejected for errors. The final total of questionnaires subjected for our study was (83). Tools The tool used for this research was a questionnaire consisting of 30 questions. The questionnaire was based on previous researches and evaluated by experienced employees working in the field in high managerial positions. To achieve the objectives of the study a questionnaire was designed. To ensure the questionnaire meets the research requirements and focuses on our objectives, it was evaluated by experienced employees working in the same field. Their recommendations to modify certain aspects of the questionnaire were followed and implemented. The questionnaire consisted of 30 well formulated questions using studies and research related to our topic, the questionnaire was distributed over 00 employees. The questionnaire, attached with this study, consists of a question and 5 possible answers, ranging from I strongly agree, to I strongly disagree. Study Constraints. The study focused on trainees who were enrolled in courses in a specific period of time is two years.. The selection of the study sample consisted of employees working in the Department of Lands and Survey / Center President (PES). Other departments were not selected due to the geographical distance among the workers. Problem Statement Does have an effect on the development and the performance of employees in the department of Lands and Survey and is the return on investment from larger than the money invested in the? Going back to the main problem of the study, the following questions need to be addressed:. Does help create a stability factor for the staff and increase their loyalty to the organization?. What is the impact of on job performance and does help modify employee attitude and behavior? 3. Is the return on investment larger than the budget allocated for it? Study Objectives. Identifying the effect of on job stability and employee loyalty.. Clarifying the impact of on employee attitude and behavior. 3. Statement as to whether the return on investment in is higher than the budget spent on. Society for Business Research Promotion 0

6 Study Hypotheses The main hypothesis was formulated to measure the improvement of on employee behavior and attitude as well as the effect on employee loyalty towards the organization. Ho: There is a statistically significant impact of on enhancing employee performance and attitude. Ho: There is statistically significant impact on job stability among employees who receive. Ho3: There is statistically significant impact on the return on investment from over the budget spent on it. RESULTS (Table ) As shown in table (),.% of the members were male, while only 8.% were female, from this; we infer that the proportion of employees in our sample is 3 (male) to (female). (Table ) When analyzing our sample using the age attribute, as can be seen in table (), we notice that 5% of respondents were less than 40 and 36.% of respondents were between the ages 404 years, while the rest, 4.8% are older than 4. From this, we can conclude that the majority working in the Department of Lands and Survey working in the Department of Lands and Survey are young making it important to provide them with programs to ensure that they perform their duties in a correct manner. (Table 3) When analyzing the sample data based on education, we notice that almost % have a high school degree, and only one third have an undergraduate degree, furthermore, we notice that only 8.4% of the sample had a graduate degree. (Table 4) When analyzing the sample based on years of experience, we notice that.% of respondents have 5 5 years of experience in the field which confirms the reliability of our sample study since their answers to our questionnaire are based on their job experience. (Table 5) Table5 shows that 6% of respondents enrolled in courses while 4% of respondents did not attend any course during the past two years, this shows that the Department of Lands and Survey takes the subject of seriously and focuses on improving its employees and its services. Trainees response analysis To get to know the views of respondents on the variables of the study, the mean, and standard deviation were extracted using statistical analysis (SPSS, V. 0). The following were the results: (Table 6) The First Hypothesis In the light of the first hypothesis: Training of staff leads to improved performance and contribute to modify their attitudes and behavior. Table 6 demonstrates the results found: (Table ) Society for Business Research Promotion

7 As can be seen in table (6), the first paragraph in our hypothesis which states that applying what the employee learned in the improves his/her performance, came in first place with an average and standard deviation (4.30 ± 0.6) while paragraph 6 stating that the department uses proper measurement to measure employee performance, came last with an average and standard deviation (3.5 ± 0.4). As for the paragraph Training improves performance and modifies attitudes),..5% of the respondents approved with an average and standard deviation of (3.8 ± 0.4) supporting the main hypothesis which states that of staff leads to improved performance and contribute to modify their attitudes and behavior. Referencing the Likert scale for the fiveyear arithmetic average of the total sample answers, which amounted to (3.8) falls within the category of OK and this therefore indicates that the process have a positive impact and a clear improvement in the performance of employees and adjust their attitudes and behavior. The Second Hypothesis In the light of the second Hypothesis: Training establishes the factors of stability for functional staff and enhance their affiliation, table demonstrates the results found: Question 4, stating: Training helped support employee self respect and helped him/her gain self confidence, ranked first with an average and standard deviation (4.8 ± 0.66), question 0 stating: There is a relationship between and job loyalty, ranked last with an average and standard deviation (3.53 ± 0.) as was the arithmetic mean and standard deviation of the field (establishing factors of job stability and the promotion of belonging) (3.8 ± 0.56) by College to answer a percentage (.83%). This supports the researcher s hypothesis that there is a relationship between and faculty loyalty towards the job and coworkers. Returning to Likert fiveyear, the mean total answers sample, which amounted to (3.8) fall within the category of OK and that that proves anything it shows that an effective role in strengthening respect for the employee to the same through the acquisition of selfconfidence and ability to work. The Third Hypothesis The third hypothesis stating: The return on investment in is higher than the cost spent on. Table (8) demonstrates the results: (Table 8) As can be seen in table (8), question (3), contributes to increasing commitment and improves the image circle of the community, came first with average and standard deviation (4.6 ± 0.6) and question (), cost spent on matches the return gained from it, ranked last with an average and standard deviation (3.40 ± 0.88). The arithmetic average of the field as a whole (3.88 ± 0.43) and percentage of faculty (.8%) this refers to the achievement of the hypothesis the third study. According to a measure of the Likert fiveyear, the mean total answers sample, which amounted to (3.88) fall within the category of OK and this confirms that the money spent on is the money invested and achieve the purpose for which expended for it because it contributes to a large degree in increasing employee commitment and thereby improving the image of the Department of society. The results of the questionnaire posed another question, is there a significant difference in the areas of (improved performance and modify attitudes and behaviors, establishing factors of job stability and the promotion of belonging, the return on investment in ) depending on the variables (sex, grade, age, number of years service, the functional level and number of sessions attended by the employee for the last two years), as indicated in table No. () the mean and standard deviation according to the independent variables. (Table ) Society for Business Research Promotion

8 Here, it is evident that the differences of moral emerged clearly through age and its impact on improved performance, job stability and behavior with an average (4.0) and the consolidation of factors, job stability for the same variable with an average (4.03), as demonstrated at the functional level through improved performance and job stability and behavior with an average (4.0) and return on investment for the same variable is also an average of (4.03), in addition to that, the number of courses have an impact and a clear improvement on performance with an average (4.03) and in the consolidation of stability factors average (4.00), as well as return on investment in an average of (4.03) Moreover, the scientific degree of a prominent role in the consolidation of job stability factors for the campaign bachelor's and master arithmetic average of (4.0). As indicated in table no. 0 multiplayer variation results to identify the impact of independent variables on the dimensions and areas of the questionnaire. Table (5): results of the analysis of variance (MONOVA) to identify the impact of independent variables on questionnaire dimensions and areas (Table 0) As seen from table 0 differences statistical function at a level (0.05) in the areas of (improved performance and modification of attitudes and behaviors, consolidate and promote employment stability factors of belonging) according to a variable degree, to the statistical differences function level (0.05) in the areas of (improved performance and modification of attitudes and behaviors, consolidate and promote employment stability factors of belonging) depending on the variable age, to the statistical differences at the level of function (0.05) in the area (improves performance and modification of attitudes and behaviors) depending on a variable number of sessions attended by the employee for the last years, and Statistical differences on the remaining independent variables function. (Table ) Test results Shaivism test on improving performance and modification of attitudes and behaviors, consolidate and promote employment stability factors of belonging according to the educational degree variable As shown in table no. () the differences in performance improvement and modification of attitudes and behaviors were in favor of the holders of the degree Bachelor's and master's degrees with highest average (3.8), while differences in the area of consolidation came stabilizers career promotion Association for holders of Bachelor's and master's degree also the arithmetic meanhigher (4.0). This implies that the organization needs to direct the towards holders of diplomas (BA, MA) since results are clearer in this group. In addition, holders of diplomas reflected very positively towards their capacity to apply what they learned in in their jobs. In addition, for holders of degrees (BA, MA) had a clear impact in establishing stability and enhance their career with this institution and this is shown on the table above where he qualified scientific (BA, MA) at the highest average arithmetic comparison with scientific qualifications. (Table ) Test results (Shaivism) dimensional spheres (improving performance and modification of attitudes and behaviors, consolidate and promote employment stability factors of belonging) depending on the variable age. As shown in Table No. () there is a difference in performance improvements and modify attitudes and behavior is in favor of employees of age (30 years and below), with the mean Society for Business Research Promotion 3

9 highest (4.0), while the differences in the institutionalization of factors, job stability and the promotion of belonging for staff of age (33 years old) with a top average (4.03). This in turn leads to the need to modify programs to be acceptable to the employees under the age of thirty years and newly appointed to benefit from their abilities to give to their work to their work, in addition to that, helps them improve their performance and modify their attitudes and behavior. With regard to the consolidation of factors of job stability and the promotion of belonging, staff aged between (33) years get the highest averages, this is due to their keenness on having a stable career during this stage in their life when family is created and they are assigned more responsibilities in life (marriage, children,...etc.). (Table 3) Test results (Shaivism) dimensional spheres (improving performance and modification of attitudes and behaviors) based on workshops and seminars attended by employee in the past years As shown in Table No. (3) that the differences in performance improvements and modify attitudes and behaviors has come for the benefit of employees who had participated in three sessions with an average arithmetic (4.03) and at the level of significance (0.05). This confirms that the number of participation in courses have a positive impact on improving performance and modify attitudes and behaviors of staff, for example; the greater the number of courses attended by the employee the more performance improvement is evident. Study Results All of the above shows that the phase is a very and important because it requires the proper working environment to minimize the gap between workers, gaps that might exist due to differences in their age, experience, educational level and loyalty to the company. Although such an effort is not easy, the study found the following positive results that can be summarized as follows:. Giving employees the opportunity to apply what they learned in courses improves performance.. There is a strong desire among staff to apply what they have learned during the. 3. Employees feel after that they have more ability to be creative with their expressions as well as come up with new ideas solve their work problems. 4. The majority of staff feel that they make less mistakes, at work, after returning from. 5. The majority of employees feel that programmers lead to improvements in their attitudes, behaviors and skills. 6. The majority of employees feel that programs contribute to improving the overall climate for employment service and create a positive relationship between the service and its staff and help to develop a spirit of cooperation and coordination among them. Study Recommendations Based on the outcome of the results of this study, the following recommendations can be suggested:. The need to give staff adequate opportunity to apply what they have learned from the programs in their field.. The need to focus on assessing and measuring the return from in accordance with the mechanisms and specific measurements to measure the improvement in performance after the staff to identify the strengths and weaknesses in both the staff and courses in order to guide the activity to ensure the feasibility of for the department and staff at both. Society for Business Research Promotion 4

10 3. The need to link to upgrade staff from one level to another within the same department. 4. To be careful and accurate in the selecting the proper programs that meet the needs of the department so that the contents of the programs are compatible with the nature of the employee and the desired level attainable. REFERENCES Lucy, C. (6), "Measuring and managing service quality", Service Management Effectiveness, JosseyBass, San Francisco, CA, pp.3465 Qaryouti, M. and Ajami, R "measuring the return on a field study of the return on investment in programs that are supervised by the Civil Service Bureau in Kuwait", Jordan Irbid. Hamdi, F "planning and impact of in the development of the performance of employees" an analytical study of the views of a sample of workers in the Yemen News Agency (SABA), Jordan Irbid Azzawi, N. 006 "management " Dar AlYazoori for publication and distribution, Amman, Jordan, Yaghi, M. 86. "Management between theory and practice", Younis, K. 008 "Evaluation of ", Jordan Dessler, G. "Human resource managementtenth edition" Pearson Educational International, 005. Santos, J. (003), "Eservice quality: a model of virtual service quality dimensions", Management Service Quality, Vol. 3 No.3, pp Teas, K.R. (3), "Expectations, Performance Evaluation, and Consumers' Perceptions of Quality", Journal of Marketing, Vol.5, 834. Najim, A. (), Service Management: Review and recent trends, public administration, Volume 3, Issue, p: 63 6 AlAllaq, B. (00) "Measuring the quality of services from the point of view of the yen as an indicator of beneficiary effective on the successful performance of the administrative leadership in service organizations, the Second Arab Conference in management, the Arab Organization for Administrative Development, Cairo, p: 8 Tarawneh, M. (00) "overall quality and competitiveness," An Empirical Study on the pharmaceutical sector in Jordan, " DIRASAT, Volume:, Issue:, pp: 3 4. Muasher, Z. (00). "An Organizational Climate at Jordanian universities: a comparative study between public universities and private universities concerning some dimensions of organizational climate prevailing in the view of members of the governing body. Damascus University Journal, Volume, Issue. Muasher, Z. (004). Variables related to the work environment to innovation, a field study in some industrial companies of Jordan. Mutah Journal for Research and Studies, Volume, Issue, p. Alinfiei, D. (003). Innovation for Management Development in the government agencies in Riyadh. Journal of King Abdulaziz University, Economics and Management, Vol. (), number (.) Haijan, A. (). Constraints of creativity in Saudi organizations. Public administration, No (), Vol. (3). Khaja, F. (006). The impact of organizational climate on the empowerment of workers. Unpublished Ph.D. thesis, Faculty of Economics and Political Science, University of Cairo, Arab Republic of Egypt. Zoubi, J. (006), "Organizational climate factors influencing the creative behavior of managers in the ministries of Jordan: a field study". Unpublished Master Thesis, University of Jordan, Amman, Jordan. Shammari, F. (00). The creative introduction to manage crises and disasters. Riyadh, print house of Najid. Society for Business Research Promotion 5

11 Table () Results based on Gender Gender Male Female Total Frequency 5.8 Percentage (%) %. %..5 % Table () Results based on Age Age Less than 30 Between 303 Between 404 Over 4 Frequency Percentage (%) Table (3) Results based on education level Degree Earned Frequency Less than High School. High School 5 Deplume Bachelor 5 Masters Doctorate TOTAL.8 Percentage (%) Table (4) Based on years of service Years of experience Frequency Less than Less than 3 Total.8 Percentage (%) Table (5) Based on Total programs Training programs Frequency Over 3 8 Total.8 Percentage (%)..... Table (6) Indicator Totally disagree Disagree Neutral Agree Totally Agree Level Society for Business Research Promotion 6

12 Table (6) # Description The application of the employee what he learned in improves performance The trainee has a strong desire to apply what he learned during The employee feels more creative after completing the Applying what is taught in help reduce errors The department allows employees to apply what they learning in The department uses proper measurement tools to measure employee performance Observed evolution in performance can be seen after Training is a formality and does not bring any improvement in performance level Training programs help improve employee performance and attitude Management supports and works on making it successful TOTAL Average Standard deviation Percentag e Order Table () # 3 4 Establish and promote employment stability factors of belonging Training programs contribute to improving the overall climate for employees in service Training creates a positive relationship between the service and its staff leading to merging their respective interest in one template Training programs have contributed to develop a spirit of cooperation and coordination between the staff and team work Training programs contributed to strengthen Average Standard Deviation Percentage Order. Society for Business Research Promotion

13 employee s respect to him/her self through the acquisition self confidence and the ability to work Training topics help adopt behaviors that contribute to strengthening career affiliation Training programs helped to establish stability for staff Training programs helped in promoting the core values of service to increase affiliation staff Training programs help to open the door for staff promotion which contributes to increase the level of employee job satisfaction Training programs help promote employment stability and belonging among staff There is a relationship between and employment stability and enhancing employee affiliation TOTAL Table (8) No Return from investment in Training helps to increase the service recipient satisfaction and improve the quality of services provided Training helps to improve the decisionmaking process Training contributes to increased commitment and improving the image of community service Expenditure on was not wasted money and yielded the desired results Training reduces complaints from beneficiaries of service Training helps to improve networking and communication between staff and service recipients The return gained from equals the amount invested in it Training helps in increasing Average Variance Percentag e Order 8. Society for Business Research Promotion 8

14 30 rates of innovation and development The return gained from is less than the amount invested in it The return gained from is greater than the amount invested in it TOTAL Table ) ( The arithmetic mean and standard deviation of fields of study according to independent variables Improved Establish and performance and promote Return on Sample modification of employment investment in attitudes and stability factors of behaviors belonging Standa Standar Standa average rd d rd average average deviati deviatio deviati on n on Gender Male Female Degree Earned Bachelor and Masters Deplume High school or less Age years or less Between years or greater Years in service 5 years or over Between 0 to 4 years Between 5 to years Less than 5 years Career level Head of section Head of Division Executive Officer Other Society for Business Research Promotion

15 Number of sessions attended by staff the last two years workshops Less than workshops workshops workshop workshops Table (0) Source Sex Degree Age Years of experience Dimension Improved performance and modification of attitudes and behaviors Establish and promote employment stability factors of belonging Return on investment from Improved performance and modification of attitudes and behaviors Establish and promote employment stability factors of belonging Return on investment in Improved performance and modification of attitudes and behaviors Establish and promote employment stability factors of belonging Return on investment in Improved performance and modification of attitudes and Total Squar e Freedom Degree 8 Average Square F Value Signific ance level *.8 *.5.8 *.5 * Society for Business Research Promotion 0

16 behaviors Establish and promote employment. stability factors of belonging Return on investment in. Years of Improved Service performance and modification of attitudes and behaviors Establish and promote employment stability factors of belonging Return on investment in Number of sessions Improved performance and *.. attended modification of by staff attitudes and the last behaviors two years Establish and promote employment stability factors of belonging Return on investment in *Significant ) 00( Table Improved performance and modification of attitudes and behaviors Degree High school or less Deplume Masters Masters *. *. Deplume. High school or less Average Establish and promote employment stability factors of belonging Degree Masters Deplume High school or less Significant ) 00( High school or less *.. Deplume.5 Masters Average Society for Business Research Promotion

17 Table Improved performance and modification of attitudes and behaviors Age Less than Greater than 3 Greater than 3 * Less than 30 Average Establish and promote employment stability and feeling of belonging Age Less than Greater than 3 Significant ) 00( Greater than 3 *.8 * Less than 30 Average Table 3 Total sessions in past years 0 3 Less than 3 avera ge At least 3 *. *.8. *..8.8 Less than 3. *.88 * Significant ) 00( Society for Business Research Promotion