Abstract
This study examines the effects of training on job
performance. It is the contention of this study that training plays an
important role in the performance of the workers. The data for this study are
collected through questionnaire and personal interviews. However, the
questionnaire forms the major instrument of data collection. The simple random
sampling method is used to select the respondents of the study. It was observed
that training and development which are essential roles in an organization, due
to constant changes in technology, training and development have been consulted
to give process of selecting workers for training when the need of different
types of training and process of training arise. Based on the findings some
recommendations were made amongst which are: The organization should
concentrate more in the training and development programme such as on-the job
training, conferences, workshop etc. this will go a long way in improving the
quality of services delivery of the employees and management staff.
TABLE
OF CONTENTS
Title
Page
Certification
Dedication
Acknowledgements
Abstract
Table
of Contents
Chapter One: Introduction
1.1 Background to the Study
1.2 Statement of the Problem
1.3 Objective of the Study
1.4 Research Questions
1.5 Statement of the Hypothesis
1.6 Scope of the Study
1.7 Significance of the Study
1.8 Limitations of the Study
1.9 Operational Definition of Terms Chapter
Two: Literature Review
2.1 Introduction
2.2 The Review
2.2.1
Concept of Training
2.2.2
Meaning of Training
2.2.3
Types of Training
2.2.4
Staff Selection for Training
2.2.5
Determine when Training is needed
2.2.6
Advantages of Effective Training on Job
Performance in an Organization
2.2.7 Cost
Benefit Analysis of Training and Development Programmes
2.7.8 The Fundamental Purpose of Training and
Development
2.2.9 Theoretical Framework
2.3 Summary
of the Review
Chapter
Three: Research Methodology
3.1 Introduction
3.2 Research Design
3.3 Population of the Study
3.4 Sample/Sampling Techniques
3.5 Instrumentation
3.6 Method of Data Collection
3.7 Method of Data Analysis
Chapter
Four: Data Presentation, Analysis and Discussion of Findings
4.1
Introduction
4.2 Data
Presentation and Interpretation
4.3 Data Analysis and Hypotheses Testing
4.4 Discussions of Findings
Chapter
Five: Summary of Findings, Conclusion and
Recommendations
5.1 Introduction
5.2 Summary
of Findings
5.3 Conclusion
5.4 Recommendations
5.5 Suggested
Areas for Further Studies
References
Appendix I
Appendix II
CHAPTER ONE
INTRODUCTION
1.1
Background to the Study
Training
is the modeling of behaviour or the art of closing things in other to meet the
organizational goals and objectives.
According
to the oxford advanced leaner Dictionary of current English, Training gives
teaching and practices to a child in order to bring a desired standard of
behaviour, efficiency of physical condition.
Training
and development have become a veritable tool in the hands of organization
because of the changing environment in which these organizations exist.
Technologically,
legally and personally, there is constant charger and any organization whether
profit oriented or not that does not change with the changing time will itself
behind. For example technologically new products and new methods of
manufacturing these product and rendering these services, take place every day
and organization that do not change with the tie will find itself behind.
Economically,
consumers are becoming more sophisticated in the consumption pattern and they
are demanding new and better products and service for their money, and any
organization that cannot meet the demands of its clients may likely dwindle to
nothingness.
Legally,
the government in its bid to cater for the interests of its citizens to render
who should employed and how employees should be treated in the working place.
Any organization that is not in tune with these legislative will find itself
sanctioned with litigations right and left.
Personally
employees are becoming more aware of their needs they are becoming more
assertive and able to demand for their rights. They are becoming less satisfied
with doing the same type of job year in year out, and as such they become
agitated. Any organization that does not therefore later to the need of its
employees will find a drastic increase in its liberalism- over and an
astronomical increase in the cost of running the organization.
Any
organization therefore, that does not take training and development seriously
will be left behind in the scheme of things and that is why Yoder (2010) said
“Raw” human resources can make only limited contribution towards the
achievement of an organization objective in their underdeveloped state, demand
and opportunities for their employment are very limited with the trend clearly
toward further declines. At the same time, however, demand for “developed human
resources knowledgeable, skilled workers exceed suppliers. In this setting,
mangers cannot escape the responsibility for training and development for the
human resources they employ and lead”.
He
went further to say that “these responsibilities persist because self
improvement is important in every stage of workers and manager’s careers. That
all through the workers career, training may be essential to insure
satisfactory job performance, and equally important in preparation for new
transfer promotions and shift to equipment and technology.
Conclusively
he opined that “training is a means of preparing rank and file employees for
promotion to suspensor position and for improving their competence and
capabilities while they hold such leadership assignment. In the contribution he
makes to organizational growth and development Ubeku (2005) says that money spent on- training development of
employees in money well invested. Employee who have not assigned with
responsibilities lack the necessary confidence with which to carry out the job.
He went further to advice that “an employee should be helped to grow into more
responsibility by systematic training and development, it is only then that he
will feel confident to carry out the responsibilities the job”.
In
the view of Carrel and Kuzmits (2005),
training and development become very important because of the need for
decision makers to make their organization more effective. Managers of
privately owned complained must enhance their organization profit and their
stakeholders’ returns by increasing sales or reducing cost or both. And because
government administration at all level have come under increasing pressure to
provide more effective and efficient services and because the need to achieve
goals as effectively as possible is common to all organization, public,
private, large and small.
In
spite of those apparent needs for training and development and the benefit
derivable from the programme some organization and managers have no forth in
it.
According
to King (2015) there are a lot
of good reasons why training should be rather neglected, many management view
the establishment of training system as an investment. He went further to say
that the relationship of training to improve profit margins is the one that is
seen clearly by only a few advanced firms.
Uberu
(2011) discovered that “there
are many employers in this country who still don’t believe in the philosophy of
training. According to him “among the worst offenders are the small
manufacturing companies, contracting companies and the small shopkeeper” so
long as the employed can be used to get the money, such employer are not
interested in training programmes for their employees. To them, training is
redundant, he concluded.
In
Adeniyi (2011) view, an
important aspect of human resources management which is often neglected today
is staff training and development. This is so because in most organizations,
the top management regard training as of marginal importance and therefore
gives it only a token support. Many managers who institute the programm do so
because that is the fashionable thing to do, he concluded. From the foregoing,
it could be seen that there are still those who believe that training and
development are unnecessary. The task before this research therefore is to find
answer to this vital questions: Does training and development have any impact
on productivity in manufacturing concerns.
1.2
Statement of Problem
In
spite of the apparent benefits of
training and development, it is the view in some quarter that the
programme is time wasting expensive, redundant and are therefore unnecessary.
Due to the complexity in the modem business environment labour needs to be
train and retrain in order to function effectively in a global setting. The
researcher is of the view to carryout an investigation to find out the impact
of training on job performance in an organization.
1.3
Objective of the Study
This
research work was embarked upon for the following reasons.
i. To ascertain if there is any significant
benefit from organization sponsored training and development on employees
performance.
ii. To determine if there is any relationship
between training/development and the quality of organization product.
iii.
To find out if training and development
can enhance shareholder’s wealth.
1.4
Research Questions
In
order to achieve the objective(s) of this study the following research
questions need to be answered.
i. Is there any significant benefit from organization-sponsored
training and development and employee performance?
ii. Is there is any relationship between
training/ development and the quality of organization’s product?
iii.
Does training and development
contribute to the maximization of shareholders wealth?
1.5 Statement of Hypothesis
Hypothesis
One
HO1: There is no significant
relationship between sponsored training and development and employees
performance.
Hypothesis
Two
HO2:
There is no significant relationship
between training/development and the quality of organization product.
Hypothesis
three
HO3: There is no significant
relationship between training/development and maximization of share holders’
wealth.
1.6 Scope of the Study
The study focuses on the training of job performance
in an organization. The study’s main objective is to find out if training and
development can enhance increase in productivity and wealth of the
shareholders. The geographical location is Edo State with particular reference
to University of Benin, Benin City within the period of 2008 and 2013. A sample
size of 21 was used during the course of this research work for effective
result.
1.7
Significance of the Study
This
research work is significant in many ways. It is significant because it builds
on earlier studies carried on this subject using the same case study. The work
will therefore light on the issue as to the effect of training on job
performance in an organization. The work reveals the need for this very
important aspect of human resources management to organization profitability.
It
is significant because it will serve as source materials for student(s) who may
be serious in carrying out further research in this area.
It
is significant because it will help manager both in manufacturing and service
organization covert areas of manors to their implementation of the
programme. It is also significant
because it will put paid to the enormous belief held by some managers that
training and development is unnecessary.
1.8
Limitations of the Study
i.
The reliability of this work has been
limited as a result of it size of the sample, also because of the narrowness of
the statistical computation the work may not be 100 percent accurate.
ii.
Also constitution a limiting factor is
the narrowness of the geographical area covered by the work. The geographical
spread was restricted to Edo State. Also constitution limiting factor have been
time and finance.
1.9 Operational Definition of
Terms
The
centers under which words have been work and as such may be different from
every day usage of the words
·
Training:
A
deliberate policy of the organization in increasing the capability,
effectiveness and efficiency through learning on the side impartation of
knowledge.
·
Development:
Porgramme
designed for upper level manger of the organization which enhances their work
put.
·
Efficiency:
A
reduction in cost and time taken to perform a job or bring out a unit of
product or service as a result of the acquisition of training.
·
Effectiveness:
Ability to perform a given task or reasonability with minimum efforts.
·
Manager:
A member of the organization who has man and woman under him or her and who
directs the activities of these men and women to achieve set objective.
·
Management:
A group of selected men and women determine strategies for implementing
policies.
·
Labour
Turn Over: The rate at which employee leaves the organization
as a result of one problem or the other.
·
Production:
The act of turning raw materials into finished goods.
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