The impact of human capital management on operational performance at the gambia national water and

42 
 
Figure 4.2 Sufficient Training 
Source: Researcher’s field work; Dec
.
2012
Training was a very interesting area as exactly half 63(50%) of the respondents [25 
(19.7%) strongly agree and 38(29,9%) agreed] were identified to have been trained 
sufficiently to get their work done while the other half 63(50%) respondents [12(9.4%) 
neutral and 51(40.2%) disagreed to being given enough training to do their job. This 
can be attributed to the fact that training and development in NAWEC is a recent 
phenomenon and therefore will take some time for all to benefit. There is another 
dimension which has to do with trainability of employees. A good number of the 
employees were employed with no or very basic education but were trained on the job. 
For such people, academic training will continue to be unattainable.
4.2 
Employee commitment and felt obligation 
Respondents were asked the following questions to examine the mediating and 
moderating roles of felt obligation and employee commitment in NAWEC 
Response 

43 
 
Figure 4.3 Felt Obligation 
Source: Researcher’s field work; Dec.2012 
It was elating to note that 94(74%) respondents recorded strongly, their felt obligation 
to work hard for the Company to achieve its goals. The remaining 28(26%) respondents 
also demonstrated their felt obligation. Despite the observation of people wanting to 
appear loyal, the urge to work for the success of the Company is driven by their own 
need to secure a livelihood (salary). As indicated by Rhoades and Eisenberger (2002) in 
organizational support theory, employees’ felt obligation leads to increased efforts and 
better performance. Therefore we expect better performance as more employees show 
their obligation to work hard for the Company to achieve its goals. 

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