An Assessment of Training & Development Practices and Its Effect on Employee Performance: In the Case of Ethiopian Airlines Group
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Date
2025-08-29
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AAU
Abstract
This study assessed the effect of training and development (T&D) practices on employee performance in
the case of Ethiopian Airlines. Guided by Human Capital Theory and Kirkpatrick’s Four-Level Evaluation
Model, the research examined how training programs are designed and implemented and their influence
on employee performance outcomes. A mixed-methods approach was employed, using structured
questionnaires distributed to operations and marketing employees, supported by limited qualitative insights
from interviews and organizational records. Descriptive and inferential statistics, including correlation
and multiple regression analysis, were applied to determine the relationship between training and employee
performance. The findings indicated that well-structured and role-specific training programs significantly
enhanced employee performance by improving skills, motivation, and job satisfaction. Employees also
emphasized the importance of practical and engaging training delivery methods, ongoing evaluation, and
management support in sustaining performance improvements. The study concludes that Ethiopian Airlines
should institutionalize post-training evaluation mechanisms, strengthen trainer competency, and align
training with departmental needs to maximize impact. These findings provide empirical evidence on the
strategic role of T&D in enhancing employee performance and offer practical implications for human
resource policy and practice in the aviation industry