ABSTRACT
The purpose of this study is for
organization to know the effects (benefits) of training and development on employees’
productivity especially with regards to the milling process (Production
Department) of Flour Mills of Nigerian Plc. Since contemporary/ modern business
is highly dynamic, change(s) becomes inevitable and the only way to introduce
and cope with these changes remains through structured training and development
programme.
This work is aimed at solving the
problems of increasing demand for Flour in the baking industry, both now and in
the nearest future.
Relevant literatures were reviewed,
research question were posed and tentative statements were tested with
mathematical instrument of Chi-Square.
More weight is thrown behind the fact,
that good-training programmes is beneficial to the organization and individual
employee, such that training should not be seen as a mere waste of resources.
It is of my belief that, organizations engaged in training schemes for their
personnel, yield high divided on productivity, quality and experienced
workforce to face a highly volatile business environment as seen in developing
economics like ours.
This research work is of the assertion
that:-
-
Training opportunities provide brighter
prospects for promotion of employee, boost their morale and reduces labour
turnover.
-
Differences in job status do not
contrast in workers’ opinion on the effectiveness of training and development
programmes.
-
Training will sufficiently account for
improved quality of product higher productivity in the milling process of Flour
Mills Nigeria Plc to,
-
Further meet the taste and demand of its
customers.
This study indicates that a lot of
benefits could be derived from proper training and development programme.
TABLE
OF CONTENTS
1.1 GENERAL OVERVIEW
1.2 STATEMENT OF THE PROBLEM
1.3 PURPOSE OF THE STUDY
1.4 RESEARCH QUESTION
1.5 SIGNIFICANCE OF STUDY
1.6 RESEARCH HYPOTHESIS
1.7 SCEOPE OF THE STDUY AND LIMIATIONS
1.8 DEFINITIONS OF TERMS USED
CHAPTER
TWO
REVIEW
OF LITERATURE
2.0 INTRODUCTION
2.1 HISTORICAL BACKGROUND OF STUDY
2.2 ROLES
OF TRAINING
2.3 PROBLEMS TRAINING CAN SOLVE
2.4 TRAINING AS A TOOL FOR EFFECTIVENESS AND
BEHVAIOURAL TRANSFORMATION AND REFORMATION
2.5 DETERMINATION OF TRAINING NEEDS
2.6 TRAINING DESIGN
2.7 TRAINING PROGRAME IMPLEMENTATION
2.8 EVALUATION AND FEEDBACK
2.9
TRAINING METHODS
2.10 PROBLEMS OF TRAINING AND DEVELOPMENT
2.10 WAYS OF MODIFYING BEHAVIOUR IN ORGANIZATION: MOTIVATION THEORIES
AND CONCEPTS
2.11 SUMMARY
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 A BRIEF OUTLINE OF THE CHAPTER
3.1 RE-STATEMENT
OF RESEARCH QUESTIONS
3.2 RE-STATEMENT
OF RESEARCH HYPOTHESIS
3.3 STRUCTURING
OF RESEARCH QUESTIONNAIRE
3.4 DATA COLLECTION INSTRUMENT
3.5 ADMINISTRATION
DATA COLLECTION INSTRUMENT
3.6 PROCEDURE
FOR PROCESSING AND ANALYZING COLLECTION DATA
3.7 SAMPLING
TECHNIQUE
CHAPTER
FOUR
DATA
PRESENTATION AND ANALYSIS
4.0 INTRODUCTION
4.1 DISTRIBUTION OF QUESTIONNAIRE
4.2 QUESTIONNAIRE ANALYSIS
4.3 ANALYSIS OF SUBJECT MATTER QUESTIONS
4.4 HYPOTHESIS TESTING
CHAPTER
FIVE
SUMMARY,
CONCLUSION, RECOMMENDATIONS AND SUGGESTION FOR FURTHER STUDIES
5.0 INTRODUCTION SUMMARY
5.1 CONCLUSION
5.2 RECOMMENDATION
5.3 SUGGESTIONS FOR FURTHER STUDIES
CHAPTER
ONE
INTRODUCTION
1.1 GENERAL OVERVIEW
Origination
effectiveness is a function of number of variables; the most significant is the
quality of the human resources. The process of ensuring that the required human
resources are constantly and appropriately provided for in an organization is
known as Human resources management (HRM).
Human
Resources Management entails a number of interdependent activities such as
Manpower planning, Job analysis, Recruitment and selection criteria, Job
placement and re-orientation, Compensation Management, Training and Manpower
Development etc.
The
cardinal aim of these activities is to improve and maintain quality manpower,
through formal and informal systems of behvaioural change process which ensure
that necessary skills, knowledge, and attitude to function effectively and
efficiently are acquired by these human capital of the organization. These
skills are usually acquired through well structured Training and Development
Pogramme.
Unfortunately,
most Training and Development programmes usually fail to bring about
attitudinal change because often times, Training and Development are not
effectively linked with manpower planning nor accepted as a legitimate
management activity. It usually considered a responsibility of outsourced
training and development specialist.
Employers
commitment to employees training needs is limited and Management development is
often characterized with a “sink o swim”
philosophy. Nigerian Management still relies on sending Mangers on courses
rather than ensuring and encouraging self-development.
Training
consists of planned programmes designed to improve Employees knowledge, skills
and attitude toward a job.
According
to French (1974), “Training is the process of acquiring basic
skills needed for immediate or relatively narrow application” Byars and Rue
(1979) opined that “Training involves the process of developing skills,
learning new concepts, rules or attitudes to increase the effectiveness of
doing a particular job. It focuses on capacity building, knowledge, skill and
attitude of organizational members, so that they will be prepared to taken up
new responsibilities and challenges.
Obisi
(1996), asserted that “training is not one short activity, it is and should be
a continuous one for individuals and organizational development.
Development
on the other hand is a long-term programme, designed to meet anticipated
changes.
Lawal
(1999) differentiated training form development on the basis of when? What? And
who?
·
Development is long-term and more
embracing process than Training –when?
·
In most cases, Training focuses on
provision of technical skill while development aims at adding to the skills of
the worker, imposing general knowledge and altering attitudes-what?
·
Traditionally, lower level worker were
trained while higher-level managers develop through experience gained.
Another
related concept is learning. It is acquiring and utilizing new knowledge,
habits and attitudes in such a way that behaviour is modified. Learning is also
a continuous process. People learn from past personal experiences, simulated
cases studies and vicarious experience.
A host of changes have
taken place in the process of training.
An
entirely new paradigm for training and development has evolved. This paradigm
has moved beyond the individual training focus of traditional times to
encompass individual and organizational development and learning.
The features of today’s
training include:
1.
The discovery that individual competency
will not guarantee business success. For instance spending so much money to
build one talent may produce individual stars, but may not lead to team success.
This is to say that business is a team game; it requires collaboration and
co-operation by all.
2.
That a commitment to learning by all is
better than investment in training, skills or competencies learned through in
any classroom will inevitably be out dated, this is because there is usually a
long time taken to assess people needs, create and deliver knowledge; all this
makes the content to be out-dated.
3.
The development through non-classroom
experiences offers a more complete portrayal of how people learn.
4.
Results of training are usually seen in
behaviours, obviously the very hours spent at classroom training session can
never be enough to modify employees’ behaviour.
5.
Transfer of learning from training to
action does not naturally occur because of the setting (classroom) where the
training has taken place. Training should be activity based.
6.
Training should create competitive
organizations not just build individual competencies.
This
new paradigm is called development and learning, which arose form Europe and
has been copied by various nations of the world. It has the following
assumptions:
1.
That today’s competitive organizations
combinations of individual competencies and organizational business world,
individual skills are necessary but not sufficient.
2.
Organizations have become living
entities with personalities, cultures, habits and capabilities some of which
include an organization’s ability to
learn and respond quickly to changes.
3.
For managers to use training as
competitive weapon, Training must change from having exclusively and individual
skill portfolio, to having a broad band development and learning activities
such as:-
-
Theory and practice
-
Current and future technologies
-
Skills and system
-
Short and long-term training
-
Individual and organizational based
-
Tied to strategic direction
In
summary, the new paradigm tends to narrow the extremes of both training and
development.
1.2 STATEMENT OF THE PROBLEM
The
goal of the researcher is to empirically investigate the effect of training and
development in the Food and Beverage Industry. The problem has to do with the
present and future meeting of ever increasingly demand for flour in the baking
industry. Most importantly, being able to give the poor their “Bread” as popularly said and also
ensures that “Cake” is available for the rich. It is pertinent to
enhance productivity in this industry to meet up with the challenges and
realities of the present time.
Productivity
according to Koontz (1981) can be expressed as input output ratio, within
a given period and stipulated standard. Hence all factors of production should
be used optimally, with more focus on training and manpower development to
enhance high productivity.
1.3 PURPOSE OF THE STUDY
Managing
human beings is the hectic task of a manager. So to determine the well being of
all sundry, this research work is embarked to accomplish the following
objectives:-
1.
To establish socio-economic factors
affecting the training of workers in Flour Mills of Nigerian Plc.
2.
To furnish the management of Flour Mills
of Nigerian Plc with necessary information that would assist it develop an
effective modern training scheme.
3.
To assert the impact of training on
Flour Mills of Nigeria Plc performance.
4.
To compare training in Milling
(Production) department with training in other department of the organization.
1.4 RESEARCH QUESTION
In
order to give credence to this research work, the following research question
is posed:-
1.
Would training act as an antidote to
reduce passage of defective products to the market?
2.
To what extent does the lack of state of
the facilities affect workers ability to put into practice, skills acquired
during training?
3.
What can be regarded as the criteria for
training of workers in Flour Mills of Nigeria Plc?
4.
Will external training programme produce
better results when compared to training carried out internally?
5.
Is training the solution to expected
quality and desired level of productivity, effectiveness and efficiency.
1.5 SIGNIFICANCE OF STUDY
Though,
a lot of works have been done by various researchers on this subject matter:
“Effect of training and development on productivity”, not much has been done
focusing on how subject matter affects productivity of Flour Mills of Nigerian
Plc. This research work in intended to provide the organization and the its
workers with modern technicalities, skills to attain higher productivity with
lesser man-hour.
This
research work would shed more light on the significance of training and
development, and the role it plays in the survived and existence of a business
organization.
The research work will
be useful also in the following ways:-
1.
Contribute to the wealth of knowledge or
existing literature on the subject matter.
2.
Echo the benefits and importance of
training and development to the top management of organizations.
3.
It will equip the workers with the right
tools, skills and attitude for the specific job they are employed for, with
regards to the Milling Industry.
4.
Recommendation to be preferred will
enhance quality and desire level of productivity, effectiveness and efficiency.
1.6 RESEARCH HYPOTHESIS
Below are hypothesis,
which this research work seeks to test:-
Ho: There
is no relationship between job status of worker and their opinion on the effect
(benefit) of training on job performance.
H1: There is relationship between
job status of a worker and their opinion on the effect (benefit) of training on
job performance.
H0: The less opportunities of workers participating in training, the less
prospects for promotion and more tendency for labour turnover.
H1: The more opportunities
of workers participating in training, the more prospects for promotion and less
tendency for labour.
H0: training does not
account for improved quality and higher productivity in the milling process, to
meet the taste and demand of the customers (mostly bakers).
H1: Training accounts for
improved quality and higher productivity in the milling process to meet the
taste and demand of the customers (mostly bakers)
1.7 SCEOPE OF THE STDUY AND LIMIATIONS
The
Food and Beverages industry is large with various individual units (firms), it
will be practically impossible to deal with the entire industry without
limiting our scope to a case study. So, the subject matter “effect of training
and development on productivity” will be focused on Flour Mills of Nigeria Plc.
Furthermore,
within the organization, the study is restricted and applied to the production
department (i.e Milling Process).
Limiting
study to production department is to solve a specific problem facing
performance and productivity, thus making contribution to knowledge; but
subject to these constraints:-
i.
Time
ii.
Finance
1.8 DEFINITIONS OF TERMS USED
HRM: Human
resources management
FMN: Flour
Mills of Nigeria
“Sink or wins” philosophy:- Non objectives philosophy
Paradigm: A clear or typical
example of something
Productivity: - Is
the measures of ratio of input to output
Labour turnover:- Is
the degree at which workers leave an organization either by resignation,
terminal of appointment, retirement and or death
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