OUTPUT OF TRAINING AND DEVELOPMENT ON EMPLOYEES

OUTPUT OF
TRAINING AND
DEVELOPMENT ON
EMPLOYEES
PERFORMANCE
IN SAN JOSE DEL
MONTE CITY,
BULACAN
FAST-FOOD
RESTAURANT

1. OUTPUT OF TRAINING AND DEVELOPMENT ON EMPLOYEES PERFORMANCE IN SAN JOSE DEL MONTE CITY, BULACAN FAST-FOOD RESTAURANT Prepared by: Flores, Jason

2. I. The Research Problem Training and development through human capital elements Job performance dimension

3. I. The Research Problem Theoretical Framework of the Study Human Capital Theor y which contains the Skill Qualifications, and Education, Work Experience, Social and Communication Skills, Habits and Personality Traits, and Individual Fame and Brand Image. Job Characteristics Theory which includes Skill Variety, Task Identity, Task Significance; autonomy, and feedback.

4. I. The Research Problem Conceptual Framework of the Study

5. I. The Research Problem Statement of the Problem What is the profile of the employees in terms of: 1.1. sex; 1.2. age; 1.3. civil status; 1.4. educational attainment 1.5. employment status; 1.6. length of service; and 1.7. salary? How the employees assess the training and development through human capital elements: 2.1 Qualifications and Education; 2.2 Work Experience; 2.3 Social and Communication Skills; 2.4 Habits and Personality Test; and 2.5 Individual Fame and Brand Image?

6. I. The Research Problem Statement of the Problem 3. How the employees assess their job performance dimension in terms of: 3.1 Skill Variety, Task Identity, Task Significance; 3.2 Autonomy; and 3.3 Feedback? 4. Is there a relationship between the training and development through human capital elements and the job performance dimensions of the restaurant workers? 5. Is there a difference in the job performance dimensions of restaurant employees when grouped according to profile variables? 6. What training and development program may be proposed based on the result?

7. I. The Research Problem Hypothesis There is a significant relationship between the training and development through human capital elements and the job performance dimensions of the restaurant workers. There is a significant difference in the job performance dimensions of restaurant employees when grouped according to profile variables.

8. I. The Research Problem Scope and Delimitation of the Study Identify the changes in employees' performance after the training and development program. Establish a comparison between conducted research and the actual evaluation of the human resources department.

9. I. The Research Problem Significance of the Study To the management of fast-food chain businesses. To the business owner/entrepreneurs. To the students. To the researchers. To the future researchers.

10. III. Methodology Research Design Descriptive correlational design Respondents of the Study 147 respondents from Tungkong Mangga, Bulacan Purposive sampling Data Gathering Instrument Training and Development through Human Capital Elements Survey Job Performance Dimension Survey Data Gathering Procedure Creation of researcher-made questionnaires Validation of survey questionnaires Test administration Statistical Treatment of Data Frequency and percentage Mean and ranking Pearson's correlation One-way Analysis of Variance (ANOVA) Ethical Consideration Informed consent form Data Privacy Act of 2012

11. IV. Research Results 1. Sex Distribution 2 . Age Distribution 3. Civil Status Distribution

12. IV. Research Results 4. Educational Attainment 5. Employment Status Distribution

13. IV. Research Results 6. Length of Service 7. Salary Distribution

14. IV. Research Results 2.1 Assessment of Training and Development through Human Capital Elements in terms of Qualification and Education Item # 6 got a highest weighted mean of 3. 28 while item # 4 got the lowest weighted mean of 2.9 5 .

15. IV. Research Results 2.2. Assessment of Training and Development through Human Capital Elements in terms of Work Experience Item # 3 got a highest weighted mean of 3. 14 while item # 1 got the lowest weighted mean of 2.9 5 .

16. IV. Research Results 2.3. Assessment of Training and Development through Human Capital Elements in terms of Social and Communication Skills Item #5 got a highest weighted mean of 3.24 while item #1 got the lowest weighted mean of 3.01.

17. IV. Research Results 2.4. Assessment of Training and Development through Human Capital Elements in terms of Habits and Personality Traits Item # 4 got a highest weighted mean of 3. 16 while item # 1,3, and 6 got the lowest weighted mean of 3 . 10 .

18. IV. Research Results 2.5. Assessment of Training and Development through Human Capital Elements in terms of Individual Fame and Brand Image Item # 6 got a highest weighted mean of 3. 20 while item # 2 got the lowest weighted mean of 3 . 05 .

19. IV. Research Results 3.1. Employee Assessment of their Job Performance in terms of Skill Variety, Task Identity, Task Significance Item # 4 got a highest weighted mean of 3. 28 while item # 5 got the lowest weighted mean of 2.93 .

20. IV. Research Results 3.2. Employee Assessment of their Job Performance in terms of Autonomy Item # 1 got a highest weighted mean of 3. 25 while item # 5 got the lowest weighted mean of 2.93 .

21. IV. Research Results 3.3. Employee Assessment of their Job Performance in terms of Feedback Item # 3 got a highest weighted mean of 3. 20 while item # 1 got the lowest weighted mean of 3 .05.

22. IV. Research Results 4.1. Relationship of Job Performance Dimension in Skill Variety, Task Identity and Task Significance on Training and Development through Human Capital Elements Job Performance Dimension in Skill Variety, Task Identity and Task Significance has a significant relationship on the Training and Development through Human Capital Elements in terms of Qualification and Education, Work Experience, Social and Communication Skills, and Individual Fame and Brand Image.

23. IV. Research Results 4.2. Relationship of Job Performance Dimension in Autonomy on Training and Development through Human Capital Elements Job Performance Dimension in Autonomy has a significant relationship on the Training and Development through Human Capital Elements in terms of Qualification and Education, Work Experience, Social and Communication Skills, Habits and Personality Traits, and Individual Fame and Brand Image.

24. IV. Research Results 4.3. Relationship of Job Performance Dimension in Feedback on Training and Development through Human Capital Elements Job Performance Dimension in Feedback has a significant relationship on the Training and Development through Human Capital Elements in terms of Work Experience, Social and Communication Skills, Habits and Personality Traits, and Individual Fame and Brand Image.

25. IV. Research Results 5.1. Difference of the Job Performance Dimension on Sex There is no significant difference between job performance dimension and the profile of the respondents in terms of sex.

26. IV. Research Results 5.2. Difference of the Job Performance Dimension on Age There is no significant difference between job performance dimension and the profile of the respondents in terms of age.

27. IV. Research Results 5.3. Difference of the Job Performance Dimension on Civil Status There is no significant difference between job performance dimension and the profile of the respondents in terms of civil status.

28. IV. Research Results 5.4. Difference of the Job Performance Dimension on Salary There is no significant difference between job performance dimension and the profile of the respondents in terms of salary.

29. IV. Research Results 5.5. Difference of the Job Performance Dimension on Educational Attainment There is no significant difference between job performance dimension and the profile of the respondents in terms of educational attainment.

30. IV. Research Results 5.6. Difference of the Job Performance Dimension on Length of Service There is no significant difference between job performance dimension and the profile of the respondents in terms of length of service.

31. IV. Research Results 6. Proposed Training and Development Program

32. V. Summary, Findings, Conclusions and Recommendation

33. V. Summary, Findings, Conclusions and Recommendation 1. Profile of the Employees. 1.1. Sex . Data revealed that 57 or 38.78% of the respondents were male while 90 or 61.22% of them were female 1.2. Age. It was disclosed that in terms of age, respondents are dominated by the 27 - 37 age group, comprising 88 or 59.86% of the total respondents. Meanwhile, 59 or 40.14% of them belong to the 16 to 26 age group. 1.3. Civil Status. Data shows that 122 of the respondents or 82.99% of them are single while 25 or 17.01 are married. 1.4. Educational Attainment. It was revealed that out of 147 employees, 22 of them or 14.97% attained secondary education level, 63 or 42.86% attained college level while 62 or 42.17% of them are bachelor’s degree holders. Findings

34. V. Summary, Findings, Conclusions and Recommendation 1.5. Employment Status. All of the respondents (100%) or 147 of them are employed while none of the respondents who were surveyed at that time were unemployed. 1.6. Length of Service. Quantitative data indicated that 46 or 31.29% of them had gained 1 to 5 months of work experience, 67 of them or 45.58% of them were hired for the duration of 6 months to 2 years. 31 or 21.09% of them have already been working for 2 to 6 years while 3 or 2.04% of the employees have a service length of 6 to 10 years. 1.7. Salary. Out of 147 employees, 123 of them or 83.67% receive P8,776.00 to P11,700.00. On the other hand, 24 or 16.33% of them were compensated with P11,701 to P14,625.00. Findings

35. V. Summary, Findings, Conclusions and Recommendation Findings 2. Assessment of Training and Development through Human Capital Elements. 2.1. Qualification and Education. Respondents, in general, agreed that the training and development programs offered by the company influences their qualification and education. 2.2. Work Experience . In terms of work experience, they agreed on the impact of training and development programs on their development. 2.3. Social and Communication Skills. As for social and communication skills, they agreed that the training and development programs help them by being able to handle their professional relationship at work. 2.4. Habits and Personality Traits. Given the training and development programs to enhance their habits and personality traits, they agreed that they are able to develop more efficient habits as part of their learning. 2.5. Individual Fame and Brand Image. With the training and development programs offered to enhance their individual fame and brand image, respondents agreed that their personal image was improved by the TPD of the company.

36. V. Summary, Findings, Conclusions and Recommendation Findings 3. Assessment of the Employees Job Performance 3.1. Skill Variety, Task Identity, Task Significance. They agreed that they are able to perform effectively which indicates that they are able to help their colleagues with the set of skills they have. 3.2. Autonomy. Respondents agreed that they perform their duties and responsibilities with minimal supervision. 3.3. Feedback. Respondents agreed that they have very helpful colleagues who help them assess them in doing their job well.

37. V. Summary, Findings, Conclusions and Recommendation Findings 4. Relationship between Training and Development through Human Capital Elements and Job Performance Dimensions Relationship of Job Performance Dimension in Skill Variety, Task Variety, and Task Significance. W ork experience, social and communication skills, habits and personality test and individual fame and brand image has very strong positive correlation or association on job performance in skill variety, task identity and task significance. Relationship of Job Performance Dimension in Autonomy. Work experience, social and communication skills, habits and personality test and individual fame and brand image has strong positive correlation or association on job performance in autonomy. Relationship of Job Performance Dimension in Feedback. Social and communication skills, habits and personality test and individual fame and brand image has very strong positive correlation or association on job performance in feedback.

38. V. Summary, Findings, Conclusions and Recommendation Findings 5. Difference between Assessment of Job Performance Dimension. Sex. Male have a greater mean compared to females. However, this difference is not significant because the null hypothesis is failed to reject. Age. Age 27-37 has a greater mean compared to those age 16-26. However, this difference is not significant because the null hypothesis is failed to reject. Civil Status. Single has a greater mean compared to those married. However, this difference is not significant because the null hypothesis is failed to reject. Salary. Those receiving a salary range of P8,776 – P11,700 have a greater mean compared to those receiving P11,701-P14,625 salary. However, this difference is not significant because the null hypothesis is failed to reject. Educational Attainment. There was no significant difference in the educational attainment of the fast food restaurant employees on assessing their job performance. Length of Service. There was no significant difference in the length of service of the fast food restaurant employees on assessing their job performance.

39. V. Summary, Findings, Conclusions and Recommendation Conclusions 1. Restaurant employees are mostly female, 27 to 37 years old, single, with college level educational attainment, and are employed for 6 months to 2 years with a monthly compensation of P8,776.00 to P11,700.00. 2. Respondents generally agreed that the training and development program offered by the company impacts their qualification and education, work experience, social and communication skills, habits and personality traits, and individual fame and brand image. 3. Job performance indicators in terms of skills variety, task identity, task significance, autonomy, and feedback were agreed to be manifested by the respondents. 4. A weak to strong positive relationship was observed between skill variety, task variety, and task significance and autonomy while a very strong correlation was seen on job performance in feedback. 5. There is no significant difference between the assessment of the respondents in terms of sex, age, civil status, salary, educational attainment, and length of service. 6. Training and development programs are appropriate to bridge the competency gaps of employees for them to perform effectively in their job.

40. V. Summary, Findings, Conclusions and Recommendation Recommendations 1. The prepared training and development program may be offered to food service operations to improve their job performance. 2. Intervention programs may be intellectualized by employers to develop the autonomy of the restaurant workers. 3. A parallel study may be conducted with a larger group of respondents to validate the findings of the study.

41. THANK YOU ! ANY QUESTIONS?