ABSTRACT
Training and manpower development is indispensable to the success of any organization as efficiency in the productivity and performance of an organization hinges on the knowledge, attitude and skills of the employees of the organization. This dissertation evaluates the effect of training and development on workers’ performance in Public Sector (A Study of IMT Enugu). One of the difficulties of training and manpower development is how to enhance, and measure the effectiveness of training and manpower development programme. The subsidiary objectives of the study include: the contribution and impact of staff training to the enhancement of the job performance of IMT staff; and to ascertain whether post-training evaluation of the job performance of IMT staff improves training effectiveness. To achieve the objectives of the study, the study adopted the survey research method. While primary data was sourced using questionnaires administered to randomly selected employees of the various Training Schools and Service Departments of the institution; text books, journals and internet materials were employed as sources of secondary data. The research made the discovery that though training enhances the job performance of employees, performance evaluation of trained employees does not enhance, improve or guarantee training transfer. Furthermore, it was found that the effectiveness of training and manpower is being threatened and undermined as there are cases of improper identification of employees’ training needs, and selection criteria of trainees being compromised. Therefore, we recommend the need for proper diagnosis of the training needs of employees before employees are shortlisted or recommended for training programmes. Training evaluation techniques such as interview, observation, etc. are also recommended after a given training programme so as to detect and rectify any deviation from training objectives that are clearly outlined before the commencement of the training activities.
TABLE OF CONTENTS
Title i
Approval ii
Dedication iii
Acknowledgements iv
Abstract v
CHAPTER ONE:
INTRODUCTION
Background to the Study 1
Statement of the Problem
4
Purpose of the Study 5
Research Questions 7
Research Hypotheses 8
Significance of the Study 8
Scope of the Study 10
CHAPTER TWO: REVIEW
OF RELATED LITERATURE
Conceptual
of Attitude 15
Benefits of Training and Development 15
Theoretical
Framework 32
Herzberg’s
Two-Factor Theory 32
Empirical
Studies 34
Summary
of the Related Literature
35
CHAPTER THREE:
RESEARCH METHODOLOGY
Research Design 36
Area of the Study
36
Population of the Study 36
Sample and Sampling Techniques 37
Determination of Sample Size
37
Instrument for Data Collection 37
Validation of the Instrument 37
Reliability of the Instrument 38
Methods of Data Analysis 38
CHAPTER FOUR:
DATA PRESENTATION AND ANALYSIS
Data Presentation 39
CHAPTER FIVE: SUMMARY OF FINDINGS,
CONCLUSION
AND RECOMMENDATIONS
Discussion
of Findings 45
Summary of the Study 46
Conclusion 46
Recommendations 47
Suggestion for Further Studies 47
Limitation
of the Study 47
References 48
Appendices - 49
CHAPTER ONE
INTRODUCTION
Background to the Study
Human
resources have been identified as one of the main sources of competitive
advantage by many organizations in today's economy Edvinsson and Malone,
(2010); Stewart, (2010); Sveiby, (2010); Mayo, (2011). Largely, personnel
department has been associated with procuring and hiring the human resources.
But, after the newly appointed employees join the organization, it is necessary
to impart training to them in order to make them competent for the jobs that
they are supposed to handle. Also, in a global, complex and turbulent
environment, knowledge is the only reliable source of competitive advantage.
Organizational development is always conditioned by human knowledge and skills.
Through the process of employee training and development, the management of human
resources provides constant knowledge innovation, creates conditions for mutual
knowledge and experience exchange and proactive behaviour, in this way
contributing to competitive advantage.
Therefore,
training and development of manpower is indispensable to organizations,
especially organizations that seek to be efficient and effective. This is
because the efficiency and effectiveness of any organization depends, among
other things, on the performance of its manpower.
Training,
as Stahl (2012) observed, is so important that it is more efficient to improve
the skills of existing employees to maximum through training than to rely
solely on recruitment to provide the hypothetical highly skilled manpower
needed. Arnoff (2011) observes that training and development foster the
initiative and creativity of employees and help to prevent manpower
obsolescence, which may be due to age, attitude or the inability of a person to
adapt him or herself to technological changes. According to Obisi (2011),
training is a process through which the skills, talent and knowledge of an
employee is enhanced and increased. He argues further that training should take
place once the needs and objectives for such training have been identified.
According to Mamoria (2009) training is a practical and vital necessity because
it enables employees to develop and rise within the organization and increase
their fringe benefits and job security. Mamoria explains that training helps to
mould employees’ attitudes and help them to contribute meaningfully to the
organization. The organization benefits because of enhanced performance of
employees. He further states that a well-trained employee would make a better
and economic use of materials and equipment which go a long way to minimize
wastages. According to Ohabunwa (2009) if organizations train their employees
very well, managers and superiors would have the confidence to delegate
authority to their subordinates but when subordinates are not properly trained,
it would be difficult for authority to be delegated to them by their superiors.
Manpower
development is a process of intellectual and emotional advancement. It relates
to series of activities which enterprises embark upon to improve the managerial
capacity and capability of their employees. The emphasis on manpower
development is influenced by the belief that it is now desirable to focus more
attention on areas which in the past have been relatively neglected because
every organization regardless of its size must provide for the needs, interest
and desires of its employees within the work environment if it is to earn
loyalty, dedication, involvement and commitment necessary to compete
effectively.
Training
and development help to ensure that organizational members possess the required
knowledge, skill and attitudes necessary for the effective performance of
specific task or job, take on new responsibilities, and adapt to changing
condition. Systematic training and development of organization’s employees is
the foundation of efficient and effective utilization and productivity of
corporate personnel. To be effective in meeting the organizational goals of
efficiency and increased productivity, training must not be conducted in
haphazard (unplanned) manner. It should be a deliberate policy instrument
designed to meet training needs of individuals, organization and
technologically changing environment of production. The training programme
should be appropriate and adequate to solve corporate training needs arising
from requirements of new workers, shortfalls in employee performance,
organizational changes and the individual worker’s expressed or observed
training needs.
Human
capital can be regarded as the prime asset of an organization and businesses
need to invest in that asset to ensure their survival and growth. The
organization should ensure that, it obtains and retains skilled, committed and
well-motivated workforce it needs. This means taking steps to assess and
satisfy future people needs and to enhance and develop the inherent capacities
of people-their contributions, potential and employability
-by
providing learning and continuous development opportunities.
Global
competition has caused organizations to focus on every aspect of their
operations, questioning how each function and process can contribute to
strategic goals. Training departments are also under pressure to demonstrate
their organizational value in the same terms Steed, (2010), this is because
organizations spend a considerable time, effort and money in training their
employees, but the benefits from these efforts are not clearly visible in
organizations in terms of improved performance. To make training and
development useful, it should be well planned and systematically implemented
Rao and Nair, (2010). The capacity of staff in a firm influences the ability to
achieve the desired targets particularly in performance driven enterprises.
Human resource is recognized as a critical resource for success. In order to
sustain performance of the organization, it is important to optimize the contribution
of employees towards achievement of the aims and goals of an organization
Armstrong, (2011).
Statement of the Problem
Training
is a very important device in personnel management. In spite of the fact that
no organization can improve its services without continuous training and
re-training of its staff, most workers in Nigerian public sector may not have
been adequately exposed to training programme. This probably affects employees’
efficiency adversely and thus, it is certain that the public needs are not
always satisfied Eze, (2012). Organizations often plan meticulously for their
investment in physical and capital resources. These plans are reviewed with
utmost attention to the minute details while rarely do such organizations pay
attention to human resources that activate, operate and coordinate other
resources of production. Not many organizations consider the necessity for a
well-defined and sustainable training and development for their staff members
in order to upgrade their performance.
One
of the difficulties of successful training programme is how to measure the
effectiveness and efficiency of training and development activities in a
systematic manner. It is certainly important for organizations to provide a
quantitative assessment of how training programmes influence organizational
success. However, it is challenging to figure out which metrics to use, and how
to incorporate them into post training assessment, how and when to follow-up,
and how to adjust future training based on the result. It is one thing to
design and develop training programme that is closely aligned with the
improvement of job performance of employees so as to realize return on training
investment, it is quite another thing to develop a cost-effective training delivery
medium that works well for target employees or trainees.
Training
is also impeded by constraint of time for preparation and participation in
learning events. Scheduling training can be one of the most difficult
challenges human resource departments face. Organizations are sometimes
reluctant to let employees take much time away from their duties for
off-the-job training programme. Furthermore, rapid changes in technology make
it difficult to adequately prepare training activities and materials, and deliver
training before employees need information and new skills.
Training
and development has also been hampered due to little acceptance by
learners/trainees of the need to take responsibility for their development.
Resistance to learning can occur within an organization if there is no
sufficient buy in (persuasion, conviction) at an individual level.
Learning
and personal mastery is a question of individual choice and cannot be forced.
So, an excellently designed and delivered training activity will be a futile
event when trainees show resistance to training activities. There is also the
popular misconception of the aim of staff training as it is seen as a tool or
means of staff promotion rather than being viewed holistically as a tool for
staff development, improved staff performance and retention, as well as the
attainment of the corporate goals Adamolekun, (2013).
Other
general issues limiting the effectiveness and efficiency of training and
development programme of learning organization include: the nagging failure by
organizations to clearly identify the specific training needs of learners. It
is not always easy for organizations to decide what training (general or
specific training) should employees have and who (organization or employees)
should bear the financial responsibility of a training (especially general
training).
Failure
to achieve high value through training transfer. Transfer of learning occurs
when the acquisition of knowledge or skills of particular task facilitates the
performance of that task. To forestall irreparable mistake, trainee’s previous
experience needs be checked and the differences and possible consequences of
negative transfer should also be pointed out and properly addressed.
Improving
learning/training effectiveness is another concern for personnel management.
Streamlining
the training activities, designing a detailed curriculum for a training
session, training delivery method, etc. are issues that learning organizations
critically weigh in order to have a successful and solid skill development for
trainees. It is a common knowledge that all jobs in organizations are done
through people, yet over the years, most organizations have failed to attach
the necessary attention to employee training and development Mc Namara, (2010).
IMT, Enugu has the mission to consistently provide the Aviation Industry with
Professionals and other personnel through training and related services for
safe air transportation in accordance with International standards. One
demanding way to keep this mission in perspective and attainable is to engage
in continuous training of staff members. It is also essential that the
performance of trained staff be evaluated in order to ascertain the impact and
contribution of staff training to the corporate goal of the College.
Objectives of the Study
The
basic objective of this study is to evaluate the effect training and manpower
development has on the job performance of IMT staff. While the subsidiary
objectives of the study are to examine:
·
To determine the challenges associated
with training and development in Institute of Management and Technology (IMT)
Enugu.
·
To find out whether training and
development schemes have positive effects on the performance of workers and its
productivity.
·
To ascertain the training and
development policy in operation at Institute of Management and Technology (IMT)
Enugu.
·
To highlight the benefits of training
and development in the public sectors.
Significance of Study
It
is expected that the study will inform the management of Institute of
Management and Technology (IMT) Enugu and other organizations that to increase
productivity, there is also needed to have and retain well trained personnel
and maintain a quality work life and advancement of education, which will
provide an opportunity for employee’s job satisfaction and self-actualization.
Finally, it is to aid the management of Institute of Management and Technology
(IMT) Enugu to introduce modern schemes for training and development to be able
to meet the challenges of change in the future. The research work will also be
of great significance to employees of IMT and other public sectors as it will
enable them to appreciate the need for continuous training and development.
Scope of the Study
The
study is limited as it looks at the role and impact that training and
development have on employee’s policies and activities, and the role it has
played in public sector, with Institute of Management and Technology Enugu as a
case study.
Accordingly
the analysis and conclusion will be based on this time period.
Research Questions
To
specify the problem explicitly, the following research questions are asked:
1. What
are the challenges associated with training and development in Nigeria public
sector?
2.
To what extent does training guarantees
better performance?
3. What
increases job satisfaction and reduce in employee turnover are the benefit of
training and development in public sector?
4. What
are the effects of training/development on organizational performance?
Research Hypotheses
In
order to direct the focus of this study, the following hypotheses are
formulated:
H0: job satisfaction
and reduce in employee turnover are not the benefit of training and development
in public sector?
H0: effects of
training/development on organizational performance does not enhance the effectiveness
of training and development.
Operational Definition of Terms
Effect: this refers to the influence and
changes in the behaviour, skills, knowledge and contribution of employees that
is brought about by training.
Evaluation: evaluation is the systematic
investigation to ascertain whether training programme results in knowledge
acquisition, skill development, effective behavioural changes in learners,
training transfer, etc. or not.
Job performance: this means the ability and
capacity of an employee at a given time either before or after a training event
(as the case may be)
Learning: a change of a relatively permanent
kind which may result in new behaviours, actions, and/or new understanding and
knowledge gained through a formal process, spontaneously or incidentally, or
through life experience.
Learning
organization is one in which employees continuously broaden their horizon and
expand their capacity to achieve the result they desire, and where new and expansive
pattern of thinking is nurtured and encouraged.
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