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American Finance & Banking Review 

Vol. 1, No. 1; 2017 

Published by Centre for Research on Islamic Banking & Finance and Business 

 

24 
 

 

The Mediating Role of Opportunity of Participation Impact in 

Determining Training Effectiveness among Potential 

Entrepreneurs in Business Organisations   
 

Muhammad Adamu1 

1Department of Business Administration, Faculty of Social and Management Sciences, Bauchi State University, 

Nigeria 

Correspondence:Department of Business Administration, Faculty of Social and Management Sciences, Bauchi 

State University, Nigeria, Tel: (+234) 08035558385,E-mail: majalamm@gmail.com 

 

Received: September 25, 2017   Accepted: September 28, 2017   Online Published: September 30, 2017   

 

Abstract 

The main objective of this study is to evaluate the training effectiveness on potential entrepreneurs through 

opportunity of participation given on a task in an organisation. The methodology used in this study is a survey 

research design through a quantitative approach. Questionnaires are used in collecting data in a cross-sectional 

survey. The data was analysed using the special package for social sciences (SPPS). Pearson’s correlation 

co-efficient and regression analysis were conducted. Sobel test was also conducted to confirm the mediating 

effect of opportunity of participation. The findings revealed that there is a positive relationship between training 

effectiveness (Kirkpatrick Four Levels) and potential entrepreneur’s performance. The regression analysis 

indicates opportunity of participation has been a dominant factor in the relationship between training 

effectiveness and potential entrepreneur’s performance. The integration of a mediator in the frame contributes to 

Kirkpatrick model in the extant training and development as well as entrepreneurship literature. Furthermore, 

policy makers and HR departments of business organizations will have more appreciation of how training can 

be appropriately evaluated more particularly, the on-the-job training for an improved performance. 

 

Keywords: Training Effectiveness, Kirkpatrick, Opportunity of Participation (Work Environment), Potential 

Entrepreneurs, Business Organisations. 

 

1. Introduction 

Present scenario of business world is characterized by a growing desire to have a very decent climate for the 

potential entrepreneurs to perform well as employees of an organisation for competitiveness, market 

globalization, and technological advances in organizations. (Bramley and Kitson, 2007). Many researchers have 

conducted a lot of studies in order to evaluate the training programmes, from the point of views of multiple 

factors and dimensions (Bramley and Kitson, 2007; Baldwin, 2008; Burke, 2006; Haslinda et al., 2009; Ibrahim 

et al., 2008; Richard et al., 2010, Wright, 2006). This is done for the purpose of ensuring that the skills learned 

during trainings are equally utilised by potential entrepreneurs in their new business start-up. This becomes 

imperative because the essence of acquiring training is to transfer it, or to apply it to the tasks by potential 

entrepreneurs. This, if properly conducted, would result in both the attainment of the business purposes as well 

as capability by potential entrepreneurs in their new business start-up.   



The Mediating Role of Opportunity of Participation Impact in Determining Training Effectiveness among 

Potential Entrepreneurs in Business Organisations   

      Muhammad Adamu 

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Following the completion of a training programme, and its subsequent application on the job, then it is worthy 

to be followed by evaluation to ascertain the effect of the training received by the potential entrepreneurs on the 

task they performed. The evaluation of a training programme in a business organisation is an ongoing process. 

Richard et al. (2010) are of the opinion that training evaluation can be done by considering learning process and 

job satisfaction. This shows that the gap between evaluation theory and practice is a serious problem for training 

in organisations and businesses. Studies on potential entrepreneurs performance has remained a multi-factorial 

exercise, taking different dimensions and views by many researchers. In his work, Baldwin (2008) found that 

the knowledge and skills of an individuals has become increasingly important to performance, competitiveness, 

and advancement, and as such, the knowledge, skills, and attitudes gained by the potential entrepreneurs through 

training has to be periodically evaluated over time so that their capability will match with the existing gaps and 

bridge the skills requirement needs on current and future task requirements.  

Clarke (2012) believed that work environment is man’s immediate surrounding which he manipulates for his 

existence. The productivity rate of the potential entrepreneurs in their business organization as well as their new 

business start-up is challenged by wrongful manipulation that brings hazards and makes the environments 

unfavourable. Therefore, in this direction, the workplace entails an environment in which the potential 

entrepreneurs tasks in their new business start-up. Also, Clarke (2012) found that work environment affect how 

potential entrepreneurs perform tasks in the organisation. This is so because the opportunity to participate in 

work has consequences regarding productivity level. Because today’s business challenges is different, diverse, 

and constantly changing, the business environment is the most critical factor in keeping potential entrepreneurs 

satisfied in today’s business world.  

Therefore, the effectiveness of training can be ascertained and understood through training evaluation, and 

which is the intention of the researcher to evaluate training effectiveness, using the four levels of Kirkpatrick 

Model of training evaluation, and understanding the relationship between training effectiveness, and potential 

entrepreneur’s performance, and the mediating role of opportunity of participation. 

2. Problem Statement  

Studies on potential entrepreneur’s effectiveness have remained a multi-factorial exercise, taking different 

dimensions and views by many researchers. In his work, Baldwin (2008) found that the skills and knowledge of 

business organizations employees has become increasingly important to advancement, competitiveness and 

performance. Therefore, the knowledge, skills, and attitudes gained by the potential entrepreneurs through 

training has to be periodically evaluated over time so that their capability will match with the existing gaps and 

bridge the skills requirement needs on potential entrepreneurs in their new business start-up. A research by 

Kraiger and Ford (2008) shows that though many business organizations are concerned with the contribution of 

training to the potential entrepreneurs in their new business start-up. However, the feasibility of such validation 

and evaluation was not consistently ascertained.  

In a research, Govindarajulu (2014) found that training evaluation does not exists at all in many business 

organizations or is carried out in a very casual way, and lack of this information makes it impossible to prove the 

value of training. Also Kirkpatrick (1998) found that organizations are not adept in utilizing the models to 

evaluate training programmes, and which has impact on performance. A gap of training evaluation and 

performance exists here, since without evaluating training, no value of training can be seen, and which is in a 

direct link with potential entrepreneur’s performance.  

If a training program is proven to be effective, it will definitely yield positive results.  Kraiger (2008) 

concludes that measuring training is one of the key components on how an organization will succeed. and 



The Mediating Role of Opportunity of Participation Impact in Determining Training Effectiveness among 

Potential Entrepreneurs in Business Organisations   

      Muhammad Adamu 

26 
 

perhaps may yield more than what is expected by the organization. Govindarajulu (2014) argued for a 

significant relationship between training effectiveness and work environment on ensuring effectiveness and 

outcome achievement of training programme. 

The work environment has great influence on the training effectiveness. Many literatures provide the evidence 

of significant relationship between environmental characteristics and training effectiveness, which is reflected 

directly in training outcomes (Elangovan and Karakowsky, 2010; Facteau et al., 2006; Goldstein, 2012). Other 

studies also emphasized different degrees of relationship between environmental characteristics and training 

effectiveness (Kraiger, 2008). In their findings Ibrahim et al. (2014) stated that the perception about the work 

environment in terms of participation will affect the potential entrepreneur’s performance, which means that the 

provision of a conducives opportunity to participate by an organization will be able to improve potential 

entrepreneur’s performance.  

After reviewing these relevant studies as well as some verbal and written information received by the researcher, 

the researcher found it necessary to conduct this research for that there has been not so many researches 

conducted with regards to the impact of training on potential entrepreneurs performance of the sample 

organizations with similar variables of this study. Most of the researches reviewed were conducted based on 

qualitative approach (Burke and Baldwin, 2008). Therefore, there is the need to study it on quantitative method. 

Moreover, training evaluation has not been in practice by many business organizations to evaluate the level of 

potential entrepreneur’s performance, and there is a conflicting view on the influence of work environment on 

training effectiveness. Moreover, the work environment factors are too many to be addressed on a single 

research, which might reduces the effectiveness of a research, and as such, the researcher explore on some of the 

relevant work environment factors. The work environment factors are relative upon business organizations, and 

the researcher chooses the ones that affect potential entrepreneur’s performance relevant to the organisation of 

current study, hence potential entrepreneurs performance depends on training evaluation and some relevant 

work environment factors of a business organisation.  

Therefore, for these purposes, the researcher will conduct a study on the relationship between training 

effectiveness (as an independent variable), and potential entrepreneurs performance (as a dependent variable) as 

well as determining the mediating role of work environment (as a mediating variable), and the use of 

Kirkpatrick model of training evaluation to specifically measure the training received by potential entrepreneurs 

in business organizations. 

3. Conceptual Framework 

The evaluation of this study is based on Kirkpatrick Model of Training Evaluation, in which employees are 

evaluated at the four levels of reaction, learning, behaviour, and results.  

 

Source: Kirkpatrick, D. L. (1959).Techniques for Evaluating Training Programs. Journal of the American 

Society of Training and Development, 13, 3–9. 

Training Effectiveness 

Kirkpatrick Four 

Levels: 

 Reaction 

 Learning 

 Behaviour 

 esuts 

Opportunity of 

Participation 

Performance (Potential 

Entrepreneur) 



The Mediating Role of Opportunity of Participation Impact in Determining Training Effectiveness among 

Potential Entrepreneurs in Business Organisations   

      Muhammad Adamu 

27 
 

3.1 Specific Hypotheses 

Ha1: There is a significant relationship between training effectiveness and potential entrepreneur’s performance. 

Ha2: There is a significant influence of work environment (construct) on potential entrepreneur’s performance. 

Ha3: Opportunity of participation mediates the relationship between training effectiveness and potential 

entrepreneur’s performance.  

3.2 Training Effectiveness  

Training effectiveness focuses on the characteristics of individuals, trainings, and organizational factors that 

affect training, before, during and after training. It pay more attention on the learning process as a whole, thus 

providing a macro view of training outcomes. Conducting a lot of training does not means that the training 

programmes were effective if there were no improvements in potential entrepreneurs performance and 

productivity. To ascertain the effectiveness of training, an evaluation is required. From the results of training 

evaluation, the business organizations will be able to ascertain more accurately whether the training received by 

potential entrepreneurs has been effective in the business organization, and subsequently in their new business 

start-up. 

3.3 Opportunity of Participation 

According to Ford et al. (2013), opportunity of participation is the extent to which an individual obtains work 

experiences relevant to the tasks is provided or through an activity for which he or she was trained. Potential 

entrepreneurs are supposed to get different opportunities to apply their training as these opportunities can affect 

the training outcomes. Low organizational performance would be manifest if the potential entrepreneurs do not 

have job opportunities to perform and transfer the new knowledge, skills and attitude on a given task in the 

business organization. Similarly, Clarke (2012) affirmed that training effectiveness can be undermined when 

heavy workload and time pressure are the main constraint against the opportunity to perform. The potential 

entrepreneur must have the opportunity to perform in order to ensure the training effectiveness. This will also 

help them to refine their knowledge, otherwise the knowledge and skills from the training will be forgotten. 

Learning opportunities in the job improve the employability of individual workers.  

3.4 Potential Entrepreneurs and Performance 

Potential entrepreneur’s performance is a set of behavior which person show in relation to his task, or otherwise, 

amount of efficiency gained due to the person's type of job. It is efficiency in his role according to his legal tasks 

and the degree of efforts and successfulness of a person. It can be defined as the skills of potential entrepreneurs 

in doing a given task (DeSimeone and Werner, 2012). To improve business performance, it is usually a good 

idea to be on the lookout for new ways. Both at a managerial and employee level, improving business 

performance should be a concern of many business organisations. Productivity, reputation, employee morale and 

customer service may all improve greatly if a business organization is efficient and well-run. To get day to day 

work done, most organizations rely heavily on their employees. The janitor, the office worker, the floor 

supervisor, and even the cafeteria employees can all be a major factor in how good the company is and how 

efficiently it runs. It is important to listen carefully to employee feedback to improve business performance 

since many entry level and junior workers are on the ground floor of the company, they may be in the clearest 

position to be honest about possible improvement. Management and employees can go a long way toward 

improving business performance through creating an open dialogue about improvements by allowing a level of 

participation on task among the potential entrepreneurs within the organization which may later form their own 

business. 

 



The Mediating Role of Opportunity of Participation Impact in Determining Training Effectiveness among 

Potential Entrepreneurs in Business Organisations   

      Muhammad Adamu 

28 
 

4. Research Methododlogy 

The research design for the conduct of this study is a survey research. It is one of the traditional and oldest 

research techniques (Babbie, 2014). Survey research is most often used to access about respondent’s beliefs, 

attitudes, perceptions, and self reported behaviors (Kapoor 2008). The survey research was used test the 

hypotheses for this study, and to ascertain whether a possible relationship exists between training effectiveness, 

work environment, and potential entrepreneurs. The methodology used in this study based on quantitative 

research. Quantitative research was used to explore the relationship between training effectiveness, and potential 

entrepreneurs as well as determining the mediating role of work environment. The method used in this survey is 

the questionnaire method as a means of data collection from the respondents, and which is the easiest and 

quickest instrument to gather the respondent’s views. The research design involves a sample of employees 

whom questionnaires were sent   and filled, with regards to their opinions, feelings and perceptions. The 

training effectiveness is the independent variables; the work environment is the mediating variable, while 

potential entrepreneurs are the dependent.  

5. Findings of the Research 

5.1 Relationship between the Kirkpatrick Levels of Training Evaluation and Potential entrepreneurs’ 

performance 

According to Kirkpatrick (1996), the reaction, learning, behaviour and the results level of training evaluation 

influence a potential entrepreneur. From the findings of Kirkpatrick (1996), the construct of training evaluation 

is found to influence a potential entrepreneur. 

This supported the following hypothesis: 

Ha1: There is a significant relationship between training effectiveness and potential entrepreneur’s performance. 

 

Table 1: Pearson Correlation on the relationship between Reaction Level and Potential entrepreneur’s 

performance 

  Reaction Performance 

Reaction Pearson Correlation 

Sig. (2-tailed) 

N 

1 .800** 

.000 

107 

Performance Pearson Correlation 

Sig. (2-tailed) 

N 

.800** 

.000 

107 

1 

Table 1 above indicates that reaction level of training evaluation has a significant relationship with potential 

entrepreneurs at significant value, p=0.000, which is less than p=0.01. The results from the “r” value r=0.800 

translate a strong positive relationship between reaction level and potential entrepreneurs. Therefore, the first 

alternative hypothesis is accepted. (p=0.000, which is less than p=0.01, r=0.800).This findings is in line with the 

work of Baldwin (2008) who found that the knowledge and skills of an organizations employees has become 

increasingly important to performance, competitiveness, and advancement, as such, the knowledge, skills, and 

attitudes gained by the employees through training has to be periodically evaluated over time so that their 

capability will match with the existing gaps and bridge the skills requirement needs on current and future jobs 

requirements.  

 



The Mediating Role of Opportunity of Participation Impact in Determining Training Effectiveness among 

Potential Entrepreneurs in Business Organisations   

      Muhammad Adamu 

29 
 

Table 2: Pearson Correlation on the relationship between Learning Level and Employee Performance 

  Learning Performance 

Learning Pearson Correlation 

Sig. (2-tailed) 

N 

1 .770
** 

.000 

107 

Performance Pearson Correlation 

Sig. (2-tailed) 

N 

.770** 

.000 

107 

1 

Table 2 above indicates that learning level of training evaluation has a significant relationship with potential 

entrepreneurs at significant value, p=0.000 which is less than p=0.01. The results from the “r” value r=0.770 

translate a strong positive relationship between learning level and potential entrepreneurs. Therefore, the first 

alternative hypothesis is accepted. (p=0.000, which is less than p=0.01, r=0.770).  

Table 3: Pearson Correlation on the relationship between Behaviour Level and Potential Entrepreneurs 

Performance 

  Behaviour Performance 

Behaviour Pearson Correlation 

Sig. (2-tailed) 

N 

1 .402** 

.000 

107 

Performance Pearson Correlation 

Sig. (2-tailed) 

N 

.402** 

.000 

107 

1 

Table 3 above indicates that learning level of training evaluation has a significant relationship with potential 

entrepreneurs at significant value, p=0.000 which is less than p=0.01. The results from the “r” value r=0.402 

translate a moderate positive relationship between behaviour level and potential entrepreneurs. Therefore, the 

first alternative hypothesis is accepted. (p=0.000, which is less than p=0.01, r=0.402).  

 

Table 4: Pearson Correlation on the relationship between Results Level and Potential Entrepreneurs 

Performance 

  Results Performance 

Results Pearson Correlation 

Sig. (2-tailed) 

N 

1 .876** 

.000 

107 

Performance Pearson Correlation 

Sig. (2-tailed) 

N 

.876** 

.000 

107 

1 

 

Table 4 above indicates that results level of training evaluation has a significant relationship with potential 

entrepreneurs at significant value, p=0.000 which is less than p=0.01. The results from the “r” value r=0.876 

translate a very strong positive relationship between results level and potential entrepreneurs. Therefore, the first 

alternative hypothesis is accepted. (p=0.000, which is less than p=0.01, r=0.876).  



The Mediating Role of Opportunity of Participation Impact in Determining Training Effectiveness among 

Potential Entrepreneurs in Business Organisations   

      Muhammad Adamu 

30 
 

5.2 Pearson’s Correlation on the relationship between Organization’s Culture and Potential Entrepreneurs 

Performance 

Ha2: There is a significant influence of work environment (construct) on potential entrepreneurs. 

Table 5: Pearson Correlation on the relationship between Participation Level and Potential entrepreneur’s 

performance 

  Participation Performance 

Participation Pearson Correlation 

Sig. (2-tailed) 

N 

1 .725** 

.000 

107 

Performance Pearson Correlation 

Sig. (2-tailed) 

N 

.725** 

.000 

107 

1 

Table 5: above indicates that opportunity of participation as a construct of work environment has a significant 

relationship with potential entrepreneurs at significant value, p=0.000, which is less than p=0.01. The results 

from the “r” value r=0.725 translate a strong positive relationship between opportunity of participation and 

potential entrepreneurs. Therefore, the second alternative hypothesis is accepted. (p=0.000, which is less than 

p=0.01, r=0.725). 

This finding is in line with Christopher and Khann (2013) that the opportunity to participate as a work 

environment construct is an employee’s immediate surrounding which he manipulate for his existence. Facteau 

(2006) also indicates that environmental conditions affect employee safety perceptions which have impact upon 

employee commitment in the workplace. 

5.3 Testing the Mediating Variables 

Table 6: Results for Stepwise Regression Analysis with Opportunity of participation (Work Environment) as the 

Mediator, and Training Effectiveness as the Independent Variable 

Ha3: Opportunity of participation mediates the relationship between training effectiveness and potential 

entrepreneurs. 

Model Summary 

Model R R Square Adjusted R Square Std. Error of the Estimate 

2 .982a .965 .963 .08821 

a. Predictors: (Constant), Participation, Learning, Behavior, Results, Reaction 

 Model 1  Model 2  Model 3 

Independent 

Variables: 

Reaction 

Learning 

Behaviour 

Results 

 

 

.495 

 

 

.273 

  

 

 

 

.340 

 

  

 

 

.338 

Mediating Variable: 

Opportunity of 

participation 

     

 

 

.509 



The Mediating Role of Opportunity of Participation Impact in Determining Training Effectiveness among 

Potential Entrepreneurs in Business Organisations   

      Muhammad Adamu 

31 
 

 

In Table 6 above, the result of this study confirmed that opportunity of participation is  statistically in 

significant linear relationship based on the perception of employees with the dependent variables since it is 

significant at p=0.003, which is less than p=0.01, therefore, the fourth alternative hypothesis is accepted, and  it 

can be assumed as the dominant factor contributing to the potential entrepreneurs. 

5.4 Results for Sobel Test on Mediating Variables 

The results of the Sobel test on organisation culture mediation shows that the Test statistics value=2.203, the 

Standard error value=0.717, and the p value=0.009. This shows that opportunity of participation mediates 

positively in the relationship between training effectiveness and potential entrepreneurs, and it is considered as a 

dominant factor at (p=0.01). 

5.5 Discussion 

This study was conducted by survey on the sample organization with the total 107 respondents as the sample of 

the study. The result of this study confirmed that training effectiveness is a major and crucial factor that 

influences the potential entrepreneur’s performance. The Kirkpatrick four levels of training evaluation to 

determine the impact of training effectiveness towards potential entrepreneurs were found to have a positive 

relationship towards influencing business performance. Opportunity of participation mediates positively in the 

relationship between training effectiveness and potential entrepreneur’s performance.This shows that 

opportunity of participation has a mediating influence towards effective performance of potential entrepreneurs 

in business organizations. When making decisions about the best methods to generate business achievements in 

their complex environments, organizational leaders are confronted with many complex issues. Thus, the sample 

organization should  do everything possible to ensure that every training provided on the task as a participation 

by to the potential entrepreneurs should be evaluated at the four levels so that gaps and training needs should be 

identified, and corrective actions has to be consistently taken.  

5.6 Implications 

The results of this study will enrich the Kirkpatrick Training Evaluation Theory and Model, the Ludwig Open 

System Theory (System theory), and the Don Elger Theory of Performance that support the hypotheses of this 

study, in enhancing future research on the relationship between training effectiveness and potential 

entrepreneurs performance, and the mediating role of work environment by developing a relevant model in the 

future researches. Future researchers can make further investigations to get more accurate data and reliable 

information, in terms of the instruments used in this study. By identifying the relationship between training 

effectiveness and potential entrepreneurs performance, and the mediating role of opportunity of participation, 

the advantages of understanding how training can be evaluated appropriately, as well as also appreciating the 

environmental factors that can influence the performance of potential entrepreneurs by policy makers and HR 

department of the sample organization. This would allow the organization to remain proactive in the issues 

relating to training and its evaluation, and the environmental context and influence of work environment factors 

on potential entrepreneurs in a reduced cost within a specified period of time. 

6. Limitations of the Research 

This research concentrated only on training effectiveness as an independent variable, and work environment as a 

mediating variable, while potential entrepreneurs performance as a dependent variable. Therefore, other 

researches should be conducted using different variables to proliferate the validity and reliability of this research. 

Another limitation of this research is that its performance evaluation is only based on the sample organisation's 

employees; other researches may be conducted beyond this.  



The Mediating Role of Opportunity of Participation Impact in Determining Training Effectiveness among 

Potential Entrepreneurs in Business Organisations   

      Muhammad Adamu 

32 
 

7. Recommendation of the Research 

Relatively, this research is important to business organizations in the way they can evaluate the employees 

training programs in such a way that it can be result oriented, thereby meeting the purpose and targets upon the 

employees, towards a successful task completion within time frame and with less cost that would firmly put the 

organisation on the path towards the accomplishment of it's goals and objectives, which is a bedrock for 

performance and productivity. The HR department of the business organisations should take in to consistent 

consideration about the four levels of evaluating a training program that has an influence on potential 

entrepreneurs performance, as well as the work environment factor (opportunity of participation) that also 

influence potential entrepreneurs performance. The population of this research is from a business organisation, 

because of the scope and limitation of this study. Future researchers should extend it to include public 

organisations. The sample size should also be increased to have a larger sample size in future research by other 

researchers. The method of data collection should also be enhanced, qualitative, and the combination of 

qualitative and quantitative research approach can both be used to improve the quality and reliability of the 

future research. The instrument to be used should include, in addition, an interview method. This, together with 

the questionnaire method, would improve the validity and reliability of the future researches, and hence, a way 

forward. 

8. Conclusion  

In conclusion, the Kirkpatrick four levels of training evaluation and the work environment construct has a 

positive correlation relationship with potential entrepreneur’s performance. The stepwise regression analysis 

was used to determine the mediating role of work environment (organization’s culture), in the relationship 

between training effectiveness (reaction, learning, behaviour, and results) and potential entrepreneur’s 

performance. The findings revealed that opportunity of participation act as a mediator and a dominant factor in 

the relationship between training effectiveness and potential entrepreneur’s performance. The regression 

analysis results show that opportunity of participation mediate positively in the relationships between training 

effectiveness and potential entrepreneur’s performance. 

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