THE ASSESSMENT OF LEVEL IV TRAINING IMPACT ON COMMERCIAL BANK OF ETHIOPIA'S THE CENTRAL ADDIS ABABA REGION FINANCIAL AND NON-FINANCIAL PERFORMANCES DURING THE 2022/23 FISCAL YEAR
Keywords:
Commercial Bank of Ethiopia (CBE), training evaluation, Phillips model, financial performance, non-financial impact, human resource development, learning transfer, employee performance, organizational effectiveness, training ROIAbstract
This study assesses the impact of training programs on both the financial and non-financial performance of the Commercial Bank of Ethiopia (CBE) during the 2022/23 fiscal year, using the Phillips Five-Level Training Evaluation Model as its analytical framework. The evaluation focuses on technical, developmental, and ethical training programs, examining outcomes across four levels: reaction, learning, behaviour, and business results. Due to data limitations, the Return on Investment (ROI) level was excluded from the analysis. A mixed-methods approach was employed, incorporating quantitative and qualitative data collected through surveys, interviews, focus group discussions (FGDs), and secondary data sources, including bank performance records. A multi-stage sampling strategy ensured representation across regions, organizational levels, and customer segments. The findings show that training programs contributed significantly to key financial indicators such as deposit mobilization, liquidity, and operational efficiency. Paired sample t-tests revealed statistically significant improvements in post-training test scores, particularly in technical and developmental training. Regression analysis indicated a positive and sustained impact of training on employee performance as measured by appraisal scores. However, the alignment between training content and business goals was found to be inconsistent, limiting the effectiveness in some areas—especially customer acquisition and satisfaction. On the non-financial side, training supported enhancements in public image, employee discipline, and technology leadership. Nonetheless, its influence on service quality, job satisfaction, and corporate client relations was less impactful, hindered by external factors like resource limitations and workplace environment. The study concludes that while training has a clear value, its full potential can only be realized through better alignment with strategic objectives, improved follow-up systems, and integrated performance management frameworks
