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EFFECTS OF TRAINING ON WORKERS PERFORMANCE: A STUDY OF NIGERIAN BREWERIES PLC. AND CORMART NIGERIA LIMITED

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Product Code: 00009652

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ABSTRACT

Effects of training on the workers performance were studied to find out how training has helped to stimulate workers performance. The focus was Nigerian Breweries Plc and Comart Nig. Ltd within the period of 2005-2015. The objective of this study is to find out whether training  have positive effects on the performance of workers, identify various kinds of training used by the organization and to find out if training skills of managers in carrying out training are adequate. Two hypotheses were formulated and data was collected from primary and secondary sources which involved direct interview, questionnaire, and personal observation. Also the research used the simple random sampling in its sample determination.. The results indicated that NBPLC’s and Comart Nig. Ltd, employees were well informed about training programs in the organization. Most of the employees were of the view that training is an effective tools for both personal and organizational success. The findings revealed that training practices, methods and activities in the organization are in line with the best practices regarding the planned and systematic nature of the training process as is generally known. It was recommended among other things, that the processes involved in training be duly maintained, NBPLC and Comart Nig. Ltd. should continue to guide its staff in their career paths and pursuit of higher education.




TABLE OF CONTENTS

Title Page                                                                                                                    i

Declaration                                                                                                                 ii

Certification                                                                                                                iii

Dedication                                                                                                                   iv

Acknowledgements                                                                                                    v

Table of Contents                                                                                                       vi

List of Tables                                                                                                              ix

List of Figures                                                                                                             xi

Abstract                                                                                                                      xii

 

CHAPTER 1: INTRODUCTION

1.1       Background Information                                                                                1

1.2       Statement of the Problem                                                                               3

1.3       Objectives of the Study                                                                                  4

1.4       Research Questions                                                                                        5

1.5       Research Hypotheses                                                                                      5

1.6       Significance of the Study                                                                               6

1.7       Scope of the Study                                                                                         6

1.8       Definition of Terms                                                                                        6

 

CHAPTER 2: REVIEW OF RELATED LITERATURE

2.1       Human Resource Management                                                                      8

2.2       Human Resource Management and Training                                                 10

2.3       Training                                                                                                          10

2.4       Organization’s Need for Training (Performance)                                          15

2.5       Benefits of Training                                                                                        19

2.6       Principles of Training                                                                                     21

2.7       The Training Process                                                                                      22

2.7.1    Training policies and resources                                                                      22

2.7.2    Determination of training needs                                                                     23

2.7.3    Determining training objectives and training plan                                         25

2.7.4    Presenting the training                                                                                    29

2.7.5    Evaluation of training                                                                                     38

2.7.6    Methods of evaluation                                                                                    38

2.7 .7   Monitoring                                                                                                      42

2.7.8    Training performance and productivity                                                          42

2.8       Theoretical Framework                                                                                  43

2.8.1    Application of the theory to the study                                                            45

2.8.2    Gaps in the existing literature                                                                        46

2.8.3    Summary of literature                                                                                    46

 

CHAPTER 3: METHODOLOGY

3.1       Research Design                                                                                             48

3.2       Population of the Study                                                                                  48

3.3       Source of Data Collection                                                                              49

3.3.1    Primary sources                                                                                              49

3.3.2    Secondary sources                                                                                          49

3.4       Sampling and Sampling Technique                                                               50

3.5       Validity of the Instrument                                                                              51

3.6       Reliability of the Measuring Instruments                                                       52

3.7       Method of Data Analysis                                                                                52


CHAPTER 4: DATA PRESENTATION AND RESULTS/ANALYSIS

4.1       Data Presentation and Analysis                                                                      53

4.2       Analysis of Research Questions                                                                     56

4.2.1      Research question one                                                                                                56

4.2.2    Research question two                                                                                    61

4.2.3    Research question three                                                                                  62

4.3       Testing of Hypothesis using Statistical Analysis                                           64

4.4      Discussion                                                                                                        68

CHAPTER 5 : SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1    Summary                                                                                                            70

5.2   Conclusion                                                                                                          72

5.3   Recommendations                                                                                              72

5.4   Suggestions for Further Studies                                                                         77

Bibliography                                                                                                   78

            Appendix

 

  

 

 

 

 

LIST OF TABLES

TABLE                                                                                PAGE

2.1  The Matrix for evaluation

3.1   Nigerian Breweries and Comart Nigeria Ltd staff strength                               49

4.1:  Distributed and collected questionnaire                                                             53

4.2:  Marital status of respondents                                                                              54

4.3 Gender distribution of respondents                                                                      54

4.4: Age Distribution of respondents                                                                          54

4.5:  Qualification distribution of respondents                                                           55

4.6: Distribution of respondents on years of experience                                            55

4.7: Grade level distribution of respondents                                                              57

4.8: There are forms of trainings existing in your organization                                 57

4.9:  Do you know the trainings that are applicable to your job                                57

4.10: Trainings influence the level of effort you put in your organization                        57

4.11:  Good training system stimulates a worker to higher performance                58

4.12. You think that employee stimulation enhances employee job

Performance                                                                                                      58

 

4.13: Employee feel more stimulated when their effort is appreciated by

Management                                                                                                      58

4.14:  Receiving training on your job affect your moral at work                               59

4.15:  Workers produce high, even when they are not trained                                   59

4.16:  Training minimizes the negative consequence of lower productivity                        59

4.17:  Training in your organization good enough to affect your

Performance                                                                                                     60

4.18: Training is a maintenance factor that should not contribute

to workers stimulation                                                                                       60

4.19:  You are satisfied with the way this organization apply their training                        61

4.20: Only financial aspect can bring out the best in a worker                                  61

4.21: Favoritism on the part of management improves performance in the

         organization                                                                      62

4.22: The application of training in this organization is constant

         Research question three                                                                                     62

4.23; Managerial style of your organization in carrying out training

exercise is adequate?                                                                                         63

4.24: Employee stimulation through training enhances employees’ job

         Satisfaction                                                                                                        63

4.25: Irregular application of training to workers increases performance                        63

4.26: Descriptive Statistics                                                                                         65

4.27:  Model Summary                                                                                               65

4.28: ANOVA                                                                                                             66

4.29: Coefficients                                                                                                       66

4.30: Pearson correlation                                                                                            67

 





LIST OF FIGURE                      

FIGURE                                                                               PAGE   

2.1    Training process                                                                                    29

 







CHAPTER 1

INTRODUCTION

1.1       BACKGROUND INFORMATION

Training have played a significant role in economic development in most developed countries such as United States of America, Britain and Japan among others. It can, therefore be concluded that a developing country like Nigeria, with its rich natural resources and the necessary financial support can also experience such economic success if the appropriate attention is given to training of her human resource. It is thus seen that in Nigeria the government is taking adequate steps to ensure that people acquire the necessary knowledge and skills.

 

The provision of secondary and technical schools, vocational training institutes and colleges, professional and tertiary institutions, as well as the educational reforms currently taking place in the country, are all geared towards the acquisition of skills and knowledge to ensure effectiveness and efficiency in our workplaces.

 

With these efforts by the government, it has become necessary for organizations to provide long and systematic training and development programs for its employees. This is because every aspect and activity of an organization involves people. For instance, a manager in an organization will not be successful until he has subordinates beneath him who are well equipped with skills, talent and knowledge.  To manage an organization both large and small requires staffing them with competent personnel. The formal educational system does not adequately teach specific job skills for a position in a particular organization. Few employees have the requisite skills, knowledge, abilities and competencies (SKAC) needed to work. As a result, many require extensive training to acquire the necessary skill, knowledge, abilities and competencies to be able to make substantive contribution towards the organization’s growth, (Barron and Hagerty, 2001).

 

If employees are to experience flexibility and effectiveness on the job, they need to acquire and develop knowledge and skills, and if they are to believe that they are valued by the organization they work for, then they need to see visible signs of management’s commitment to the their training and career needs. Training and development are the processes of investing in people so that they are equipped to perform. These processes are part of an overall human resource management approach that hopefully will result in people being motivated to perform. (Barron and Hagerty, 2001).

 

It goes without saying therefore that the training and development of employees is an issue that has to be faced by every organization. However, the amount, quality and quantity of training carried out vary enormously from organization to organization. According to Cole (2002:329), factors influencing the quantity and quality of training and development activities include; the degree of change in the external environment, the degree of internal change, the availability of suitable skills within the existing work-force and the extent to which management see training as a motivating factor in work.

 

Many organizations meet their needs for training in an ad hoc and haphazard way. Training in these organizations is more or less unplanned and unsystematic. Other organizations however identify their training needs, then design and implement training activities in a rational manner, and finally assess results of training. It is worth noting that Nigeria has a huge private sector, employing high number of human resources with varied skills. One such organization is the Nigerian Breweries plc. Established in 1946 and operate eleven breweries located in different parts of the country, producing high quality beverages to satisfy their customers demand. This study examines the effects of training on employee performance in Nigerian Breweries plc and Comart Nig. Ltd.

 

1.2       STATEMENT OF THE PROBLEM

It is a well known fact that training enhances skill, knowledge and competencies and ultimately worker performance and productivity in organizations (Cole, 2002). Many organizations in Nigeria and indeed the private sector engage in training and development of staff and have departments, units in charge of training and development. Nigerian breweries plc is one such organization that has been practicing training and development since its beginning.

However, it appears training in Nigerian Breweries plc is planned and systematic, and several of its employees such as machine operators, junior and middle level engineers, laboratory analyst, secretaries,  and many other category of workers, have  qualified for different form of training and there is systematic process of staff development in place. A brief interaction with some employees did show that Management of Nigerian Breweries plc see the cost incurred in the acquisition and maintenance of plant and equipment as relevant as that expense on training and development of its staff. The management of the company also sponsor employees to get higher professional certificates relevant to his job.

 

In the absence of training and development of employees by Management of Nigerian Breweries plc, the employees sponsored themselves in furtherance of their education to obtain university education. Employees who expressed the desire to pursue university education were not given any form of assistance like study leave with pay. Their applications for study leave were turned down with those who were persistent being advised to resign. Promotion is not centered on higher degrees but on skills, competencies and performance. This is believed to have led to few labor turnovers in the organization. The study was therefore to assess the effects of training on the human resource and how this affects worker performance, and the problems inherent in not sponsoring employees to pursue academics outside the company sponsored trainings which may dampen workers morals and consequently lead to lose of capable hand due to resignation or low productivity.

 

1.3   OBJECTIVES OF THE STUDY

The main objective of this research work is to evaluate training as stimulating effect for improving workers performance in organization, particularly Nigerian Breweries plc and Cormart Nigerian Ltd.

The specific objectives of this study are to:

  1. Find out whether training schemes have positive effects on the performance of workers.
  2. Identify various kinds of training being used by the organization to stimulate workers performance.
  3. Find out if training skill of managers and trainers in carrying out training exercise are adequate in stimulating workers of the organization for performance.

1.4       RESEARCH QUESTIONS

Accordingly, the key research questions investigated are:

1.     Does training scheme have an effect on worker performance in the study organization?

2.     Training scheme most effective in stimulating performance of workers in the study organization?

3.     Does the managerial skill of managers and trainers in carrying out training adequate or inadequate to stimulate the performance in the study organization?

 

1.5       RESEARCH HYPOTHESES

The following hypotheses have been formulated for testing and will serve as a guide for this research study.

Hypothesis 1:

Ho:      There is no significant relationship between performance and training given to workers of Nigerian Breweries plc, and Cormart Nigerian ltd, Aba Abia State.

Hi;       There is significant relationship between performance and trainings given to workers of the study organization.

 

Hypothesis 2

Ho:      Managerial techniques in carrying out trainings does not support the stimulation of performance of workers in the organization.

Hi:       Managerial techniques in carrying out training adequate or inadequate in stimulating performance of workers in the study organization.

 

1.6       SIGNIFICANCE OF THE STUDY

The major significance of this study is that the study will inform the Management of NBPLC Aba, Cormart Nig. Ltd. and other organizations that to increase performance, there is need to have and retain well trained and motivated employees. It is also to help develop and maintain a quality work life, which will provide an opportunity for employees’ job satisfaction and self-actualization. Finally, it is to aid management of NBPLC to introduce modern schemes for training and development, to be able to meet the challenges of change in the future.

 

1.7       SCOPE OF THE STUDY

The study is limited as it looks at the effects that training and development have played in worker performance and productivity of Nigerian breweries plc using their Aba breweries and Cormart Nigeria Ltd as the focal point. The NBPlc Aba constitutes an important location of company and holds a large population of employees. Cormart Nigeria ltd is a company that provides services to beverage industries and located in No 1 factory road Aba. It has branches all over Nigerian breweries locations. Accordingly the analysis and conclusions will be based on this organizations.

 

1.8       DEFINITION OF TERMS

For the purpose of this research study the following are the term the researcher defined to bring to the reader.

Training: It is a learning activity directed towards the acquisition of specific knowledge and skills for the purpose of an occupation or task. Cole(2002;330).

The focus of training is the job / task; the acquisition or learning of specific competencies.

When a supervisor undergoes a course on how to handle employee grievance, this supervisor in effect has gone through “training” or “learning” program specifically designed to help her acquire competencies.

Performance: This is about employee effort. Employee performance is measured in terms of input-output relationship. It is the measure of the efficiency with which inputs or resources are utilized to create outputs. Performance is employee productivity.

 

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