Effect of Manpower Training and Development on Worker’s Performance
CHAPTER ONE
OBJECTIVES OF THE STUDY
The purpose for this research is to probe into the evaluation of the effect of manpower training and development in service organization using Benin Electricity Distribution Company (BEDC) Benin City as a case study with a view to find out how the organization is performing in terms of its employees training and development.
The following are the specific objectives of the study:
- To examine if training and development enhances workers’ skill and knowledge
- To examine the effect of employees training and development on workers’ performance and productivity
- To examine adequate training facilities that could help to improve the manpower training and development.
CHAPTER TWO
REVIEWED OF RELATED LITERATURE
Conceptual Issues of Manpower Training and Development
Staff training and development come under the purview of personal function in most organization, whether public or private. The importance 27 of staff training and development in any organization is clear if we recognize the fact that the structure that sustains it depends on the individuals that operates the structure. Staff training and development can occur simultaneously or complementary, but the two do not necessarily have direct relations to each other. Training on the Job and some form of in-service training are examples of training being designed or intended to develop the knowledge or expertise, greater confidence and a higher degree of performance. The principal intention of training according to Akpan (1982:128) is to equip people with the knowledge required to qualify them for a particular position of employment or to improve their skills and efficient in the position they already hold. Staff development, on the hand, implies growth and the acquisition of wide experience for future strategies advantage of the organization. Mitchell (1979:119) also noted the popular convention to think of training as dealing primarily with operative personnel and development, with managers and executives. He went on to treat each of the concepts separately. However, he admits that “even though while there are differences between the two processes, there is also considerable overlap” Ngu (1990:25) opined that it is safer to argue in favor of this “Considerable overlap” because there is very little to be say of their differences. To him (Ngu) “both Training and development are 28 purposefully geared towards improvement on skills and performance. Both involve mounding or removing of workers characteristics towards this end. The differences between the two processes may be in content and method. So what is training? Training is a systematic process of changing the behavior, knowledge and/or motivation of present employees to improve the March between employee characteristics and employment requirement (Milkovich et al 1988). Training at one extreme consists of a few hours of induction by the supervisor, who gives the new employee a skeletal outline of company policies and on the other extreme, it consists of several years of formal courses designed to develop qualified specialist (Strauss et al 1980) Ngu (1990: 25) defines training and development as “The process of behavioral modification or molding of workers in order to integrate organizational needs with their characteristics. Manpower training is viewed as a means of equipping employees with the necessary skills and knowledge to enable them perform their job better and as a way of solving employee problem of self improvement, advancement and better placement. Training involves formal and informal methods and both could be on or off the job training. The efficient of any organization depends directly on how well its members are trained. Newly hired employees usually need some training 29 before they take up their work: Older employees require training to keep alert to demands on their present Jobs and to prepare for transfer, and promotion. Training also motivates employees to work harder. Employees who understand their Jobs are likely to have morals, they are able to see a closer relationship between their effort and performance. Effective managers recognize training as an ongoing continuous process not a one-short activity; new problems, new procedures and equipment, new knowledge and new Jobs are constantly creating the need for employee instruction. Training and development is so important that it is not only imperative but continuous. No organization can dispense with it as a programme and as a process (Ngu: 29) 1992; 2. Supporting this view, Pigor and Myers (1980) admit that “no organization can choose whether or not train employees.” All new employees, regardless of previous training, education, and experience need to be introduced to their new employer’s work environment and to be taught how to perform specific tasks. Training may be defined as an organized and coordinated development of knowledge skills and attitudes needed by an individual to master a given situation or perform a certain task within an organizational setting. Craig (1967) defines training as the development process made possible through the device of words and signs. So training is the formal 30 procedures which an organization uses to facilitate employees learning of the organizations as well as the individual’s goal and objectives. Staff development on the other hand, according to Akpan (1982), is the process whereby an employee is enabled to grow in the job, through the acquisition of work experience, breadth and increasing confidence resulting from the exercise of varied and tested responsibilities. The aim is to enable him to reach the top or achieve his best in his profession of employment. Such a position will be attained through action, observation, study reflection, experiment and initiative (Onah:2003:127) As Cole (2002;29) puts it staff development should be seen as any learning activity which is directed towards further needs rather than present needs and which is concerned more with career growth than immediate performance. The focus of staff development tends to be on the organization’s future staff requirement and on the growth needs of individual in the work place.
Objectives, Needs and Contents of Man power Training/development
Training is a process that develops and improves skills related to performance. Training objectives or needs can be derived from the manpower situation. The existing manpower situation determines the training objectives both as organizational and national level. To be able to 31 identify training needs, therefore, will entail a comprehensive manpower survey which is usually an aspect of manpower planning (Ngu 1990:27) Caldwell identify four major training objectives, this includes the achievement of capable men and women prepared through training to perform the tasks that the national welfare requires, mobilizing for attach upon national problems thirdly a tool for enlarging human resources and productivity, fourthly, the designing for constructive channeling of human resources.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain effect of manpower training and development on worker’s performance. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing effect of manpower training and development on worker’s performance
Summary
This study was on effect of manpower training and development on worker’s performance. Three objectives were raised which included: To examine if training and development enhances workers’ skill and knowledge, to examine the effect of employees training and development on workers’ performance and productivity and to examine adequate training facilities that could help to improve the manpower training and development. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from Benin Electricity Distribution Company (BEDC). Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
For organizations to succeed in the achievement of its predetermined or emergent goals and objective, training, retraining and development of workers should be vigorously pursued and made compulsory by organizations in Nigeria. When employees are effectively trained, it brings about reduction in the cost of recruiting and training new employees. In addition, provision of feedback after every training and development programmes should be put in place for employees to become aware of areas of deficiencies and how they can improve their performances on the job.
Recommendation
Organizations’ should also ensure that the training and development programmes are properly articulated and planned to achieve the objectives of the programme, as well as align them with the business needs and growth profile of the organization since operational efficiency and effectiveness are key to growth profitability.
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