ABSTRACT
This project work investigated impact
of training an employee's productivity where Odu'a Investment Company limited was used as a case study. Despite its importance and contribution of training employees to
the development of the company, their activities have been hindered/incapacitated
by lack of access
to finance and education.
The data utilized in this study was
obtained through descriptive survey design. Questionnaires were designed to obtain information from the respondents.
Percentage tables were used to analyze the response while spearman's
correlation co-efficient (R) was adopted to test for the operational
hypothesis.
Finally, based on research findings;
it u/as generally observed that there were no positive relationship between the
frequency of training and employee's job performance at Odu'A investment limited. In view of this useful recommendation were on the
aspect of policy implementation that regular training programme should be made
·to continue as the priority of the organization for employee's attitude,
skills and knowledge acquisition about their profession.
TABLE OF CONTENT
Chapter One
1.1 Introduction
1.2 Statement
of the problem
1.3 Objective
of the study
1.4 Significance
of the study
1.5 Research
design and methodology
1.6 Research
questions and hypothesis
1.7 Scope
of the study
1.8 Limitation
of study
1.9 Definition
of terms of behaviour
1.10 Odu'A
Investment company limited history and subsidiaries
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
2.2 Nature
and relevance of training
2.3 Relationship
between training and development
2.4 Types
of training
2.5 Method
of training delivery
2.6 Determining
the needs for training
2.7 Training
processes and procedures
2.8 The
concept of productivity
2.9 Importance
of productivity to economic development
2.10 Productivity
and associated features of developing economies
2.11 Factors
inhibiting labour productivity in Nigeria
CHAPTER THREE
METHODOLOGY
3.1 Introduction
3.2 Study
population
3.3 Sample and sampling technique
3.4 Methods
of data collection
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA
4.1 Introduction
4.2 Methods of analysis
4.3 Characteristics of the respondents
4.4 Test of hypothesis
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 Summary
of major finding
5.2 Conclusion
of findings
5.3 Recommendation
References
Questionnaire
CHAPTER ONE
1.1 INTRODUCTION
Any organizations that want to
succeeds and continue to succeed, has to recruit and maintain a workforce
consisting of people who are willing to accept change and willing to learn and
develop continuously. This is true of everyone in the workforce from the Chief
Executive the newest recruit.
Training and the development of human
potential is so important in the effective management of charge, and in the
maintenance of a skilled workforce, that is has to be a main board responsibility. Whether the person is
called Human resources Director, personnel Director, Training Director, or
people Director does not matter as long as the person exists and is given the
budget necessary to do the job.
The job of such person can be divided
into three main parts.
Defining and monitoring the people skilled and
needs. Recruiting 'people capable of meeting, or of developing these needs.
Providing the learning opportunities
and resources needed by the people.
1.2 STATEMENT OF THE PROBLEM
Learning involves a constant
interaction between people and their environment through that is exciting, and
the one in which people have fun would lead to considerable learning growth.
Building a learning organization means encouraging people to be themselves, to
question and explore their working environment and to be able to influence what
goes on around them. For this to happen, changes have to take place in what we
call the conventional rule-based organization, where supervision is concern
with getting the line rather than to grow. To learn, people have to open their
minds to ideas and suggestions that are provided in the learning organization.
(Cutinski 2003).
Training is not an activity, which is
separated from day to day activities, it is instead and inherent part of the
working environment. When a person need to know something, or want to learn
something, the information and the facilities to learn should be immediately
available to them.
Sometimes this may be done whilst the work activity continues, and sometimes a
short break may need to be taken.
Where it is not possible for the work
activity to be interrupted, people should be made to have access to training as
soon as they can. Learning may be
customers (or clients), suppliers, competitors, market place or the workforce.
In· this way, training is not only accepted, it is eagerly sought for, and the
challenges it brings is welcomed. This experience tends to reduce the impact of
change that would, strengthen the organization's ability to be more flexible.
Learning culture tends to grow from
practice and example. When senior management acts in a way that shows the
people who work for them that they are willing to listen and learn, and that
they believe in constant and continuous attention to the learning needs of
others, then people would model their own attitudes accordingly. There is no
way that a new approach can be announced it has to be introduced slowly and
carefully, starting with the Chief Executive.
An effective training cultures should
include among others the following:
On The Job
·
The
average off the job training must be relatively high.
·
Training
budget must be reasonable and be properly used
·
Managers
must recognize the potential value and importance of
training.
·
Good
performance should be related to good training by the managers.
There must be detailed job
descriptions:
Unfortunately, there are being taken
for granted by the modern managers who should have known better, especially in
the developing countries including Nigeria. In recognition of the above facts,
a sustained training culture in any organization should include the following
five related elements.
Ø A general awareness programme
"Learning for Growth".
Ø A “Performance Impact Review"
which relates individual
performance to success (profitability) of the business.
Ø The establishing of "Competency
Targets".
Ø A series of courses for management
helping people to learn.
Ø A complete overhaul of training and
the development of a
"Learning Centered
Approached".
The link between the performance of
people and profit (or other indicators of success) is generally accepted as
being obvious. However, when individuals are asked how their performance are
impact on profits, they are often hard pressed to produce a direct link. The
link can be established for every member of the workforce. Once this is
established, it is possible to measure how improved performance can increase
profit. This was the trust of the research.
1.3 OBJECTIVE OF THE STUDY
The main objective of this study was
to explore the relationship between employers training and productivity.
The sub objective include the
following; to know the impact
of attending training programmes based on identified need on job commitment.
·
To
ascertain the effect of instructors/facilitators subsequent job behavior.
·
To
know the extent to which training alone can enhance workers performance without
other motivational techniques.
·
To
determine the extent to which other techniques of motivation can be combined
with training to maximize the impact on employee's productivity.
1.4 SIGNIFICANCE OF THE STUDY
The relevance of the study was that
is tends to show the extent to which training can used to resolve the problem
of poor worker's productivity.
Further the study highlight the
awareness of training and its contribution to high productivity. Also, the analysis
and result of the work shared that training, though is an important factor in
productivity, it has to be pursued in the line with other techniques of
motivation to be able to have maximum impact on worker's performance.
The study constitutes as database
that can serves as the basis of comparing organization with respect to training
and even inter boundary comparison.
Lastly, the information so far
generated in the process of
carrying out the search has added to
the existing body of theories and application of concept in human resources
management literature.
1.5 RESEARCH DESIGN AND METHODOLOGY
This study will rely on both primary
and secondary sources of data.
The primary sources will consist of
opinions of sample of the management staff of Odu'a Investment Company Limited
obtained through an interview and a questionnaire administered by the
researcher. The sample will be selected through random numbers.
The secondary sources will consist of
textbooks, journals and official-records
in search of relevant information on
the topic under study.
1.6 RESEARCH QUESTIONS AND HYPOTHESIS.
The following questions were addressed in the course of carrying out this study
a) What is the impact of training on production?
b)
Those attending training based on identified need
necessary enhance job commitment
c)
What are the influence of facilitator’s
presentations on the employees subsequent job behaviors
d)
Can training in isolation be pursued
to address the problem of employee's low productivity?
e) How can other motivational techniques be
combined with training to produce better result.
Whereas the research hypothesis to be
tested in this study includes
Hypothesis I
Ho: there would be no correction between the
frequency of training and employees job performance.
Hi: there
would be a positive correction and employee's job performance.
Hypothesis II
Ho:
attending training programmes based on
identified needs would not lead to an increase in the level of job commitment.
Hi:
attending training programmes based on
identified need would lead to an increase in the level of job commitment.
Hypothesis III
Ho:
the quality of presentation of training
programmes by the instructors/facilitators on the trainees would not enhance
subsequent job behavior.
Hi:
the quality of presentation of training
programmes by the instructors/facilitators on the
trainees would lead to subsequent job behavior.
1.7 SCOPE OF
THE
STUDY
The study was set to examine the
relationship between training and productivity at
ODU'A INVESTMENT COMPANY LIMITED, CONGLOMERATE HEADQUARTERS, IBADAN.
1.8 LIMITATION OF STUDY
The executive of research studies in
any area has not always been easy. This study is not an exception in this
regard. In the first place, there was the problem of inadequate finance and
time to extend the scope or coverage of the research to include other
organizations to enhance
comparison. Also, not all the copies of questionnaire instrument administered
were returned. Thus may have minimum impact on generalization based on this
study.
1.9 DEFINITION OF TERMS OF BEHAVIOR
It is an overt demonstration of the
feeling or thought from within. This may oppressed in various ways, viz:
talking looking, moving nothing perceiving, listening etc. (Likert 2001)
COMMITMENT
This refer to the extent of sustained
interests and efforts attached to a course of action or event or an object
(Likert, Ibid)
EXPERIMENTATION
This can be described as a state of
learning by demonstration in a relatively controlled environment or condition.
(Blunt and Popoola 2003)
LEARNING
Acquisition of new skills, knowledge
and attitudes through demonstrations, experiments, experience, and other such
devices (Coles 1999).
MANAGEMENT
Management refers to a group of
senior manager within corporate concern that is charged with the responsibility
of policy formulation and implementation (Appleby" 2001).
MANAGER
A manager is an officer of an
organization charged with the role of implementing corporate policy and
guidelines using the subordinates (Armstrong 2000).
MOTIVATION
It is a driving force towards a particular direction or
goal attainment (Cole 1999).
MORALE
It can be described as the state of
preparedness and readiness of one's mind to move in a particular direction or
strike a goal. (Chruden and Sherrion, 2003)
NEED
Need is a requirement that is
necessary for a goal to be achieved.
OFF-THE JOB TRAINING
The training carried out, and
attended by the trainee, outside
his/her immediate work point.
ON- THE-JOB TRAINING
It refers to a training instruction
administered on the trainees as he/she is carrying on his or her task at the immediate
job point. (Celinski 2001)
PERFORMANCE
It refers to the extent of accomplishment
of a desire goal. (Aina, 2000)
PRODUCTIVITY
It is extent of accomplishment goal
recorded by an individual or object within a specified period with given resources.
(Agoro 2003)
TRAINING
It is a process of acquiring specific
skills, knowledge, attitudes, and behavior that are necessary of doing a
particular job.
1.10 ODUA'A INVESTMENT COMPANY
LIMITED HISTORY AND SUBSIDIARIES
With the creation of 19 states in
1976 in Nigeria, the old western state was split into OYO, ONDO, AND OGUN
states. The fourth state OSUN was created in August 1991 and the 5th EKITI, in
1996). It was then decided that an investment holding company to be jointly
owned by the states be established to own and manage the various industrial and
commercial interests of the former western state of Nigeria.
Odua investment company limited is a
conglomerate of thirteen [13]
subsidiaries made up of a Askar Paint
Nigeria Limited, Epe plywood industries limited, Fisheries service company
limited, Lagos Airport Hotel limited, Nigeria general insurance company, Odua
publishing company limited, Odua Telecommunication limited, Wemabod Estate
Limited, Western Hotels Nigeria Limited. Odu'a farm and services limited
wrought iron Nigeria limited, Bakuta Company and
cocoa industries limited; and fourteen (14) associated companies.
Odu'a was incorporated in July 1976
and commenced business on October 1st 1976. In spite of it
relatively young age, ODU'A investment company limited ranks among the youngest
conglomerates in Nigeria. A good number of the subsidiaries has been in
existence before independence in 1960 and has stood the test and vagaries in the economic landscape of
Nigeria. Such companies include the Lagos Airport Hotel limited which commenced
operation in 1942, the great Nigeria insurance company limited established in
1960. Askar paints Nigeria limited which started in 1961, West Africa port land
cement plc. Which commenced production on 1959. These are just a few examples.
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