Effects of On–the–Job Training on Workers’ Productivity (A Case Study of Nestle Nigeria, Plc)
Chapter One
OBJECTIVE OF THE STUDY
This research work is aimed at determining the effect of on-the-job training on workers’ productivity in Nestle Nigeria plc to do this effectively the following objectives are considered:
- To view the perception of workers toward on-the-job training.
- To determine, if thorough on-the-job training increases the effectiveness and efficiency of workers.
- To find out, if there is any correlation between employee training and productivity.
CHAPTER TWO
LITERATURE REVIEW AND THEORETICAL FRAMEWORK
INTRODUCTION
This chapter will work on the historical background of Nestles Nigeria ple, The Definition of training will be discussed.
This chapter will also enlighten about and types of training in Nestles Nigeria ple.
HISTORICAL BACKGROUND OF NESTLES NIGERIA PLC
Nestle company started from a single-man idea and developed into a giant corporation in 1866 Henry Nestles, a pharmacist developed a milk food formula for infants who were unable to tolerate their mother’s Milk His product became a success, and it created a demand throughout Europe. As Nestle’s popularity grew more businesses wanted to merge and become partners with their Nestle business.
From 1866 to 1947 Nestlé’s company had gone through several name changes. Nestles is the world’s largest food and beverage company. At the end of 2004 Nestle’s sales amounted to over r86 billion and the company today employs more than 250,000 people around the world. In South Africa Nestle employs nearly 4000 people and over 12 factories. Nestle’s main objective is to manufacture the best quality and most innovative products for consumers hence their logo’’ good Life Good Food’’.
Nestles was founded in the year 1866 by Herry Nestles and has been at the forefront of developing quality products that satisfy the need for good healthy food. During its 138 years of existence, Nestle has analyzed its market and has adapted to many market trends. Originally the market wanted safe food and the food was considered good, when it was seen, the consumer demand became more sophisticated requiring food to be whole, as well as quick to prepare. This means that if Nestle were to attain its goal of producing good, healthy food that satisfies the needs of consumers it needed to create the right mice of good health with important nutrients that are also tasty and enjoyable as well as convenient to prepare.
Today, all their aspect is taken into account when producing Nestle products. Nestles has even gone further to recognize the demand for variation in products, noticing that the market desires products with specific food for specific characteristics to suit their specific need e.g. specific food for specific age groups such as toddlers and not just infants in general or specific need for energy food for sporting activities.
WHAT IS TRAINING?
Training according to Wilson and Liberty (2007) is a process technique and method by which an individual acquires the requirement that skill, attitude, knowledge, and information needed for a particular position.
Duikers (2007) defines training as a change of behavior occurring as a result of learning and experience.
Another author gave a similar definition of training to Ogunniyi (2005) training means equipping staff with the knowledge and skill to do their present jobs, including foreseeable development within their jobs.
The Nigerian Institution of Training and Development (NITAD) 2005 defines training as a means of improving job performance by extending knowledge inculcating skills and modifying attitudes so that individuals can work in the most economical, efficient, and satisfying want from the above definition, it can be referred that training improves one’s performance and influences one’s behavior pattern at the same time for this project the last definition of training by NITAD shall be adopted.
THEORETICAL FRAMEWORK
According to van der Klink (2006), is that on-the-job training involves intentional learning and, as a consequence, a (formal) training arrangement is required that includes the intended training objective.
Structured on-the-job training may be delivered by a supervisor, an experienced-coached co-worker a subordinate, or a job coach from outside the organization, or it may be self-directed and thus overseen by the employees themselves. It usually involves one-on-one instruction in developing structured on-the-job training there is often first an extensive jobs analysis, followed by a step-by-step ruction method. Unstructured, unplanned on–the–job also occurs at the workplace. This involves an informed method of learning (non-intentional learning as a by-product of the daily scheduled tasks). A plan or training arrangement is non-existent and employees learn by, for instance, imitating experienced workers.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
This chapter presents an overview of the methodology adopted in this research work. The purpose of this chapter is to state the methods by which data for this research work are collected.
This chapter shows the research design used the population of the study, and the method of collecting and analyzing data for this research. The data used in this study was obtained from both primary source and secondary sources.
RESEARCH DESIGN
Research design is the structure of the research or the investigation in other to collect the required data that will enable the investigator to identify variables and their relationship to one another.
We designed research to generate data that will be used to answer research and test the hypothesis
POPULATION OF THE STUDY
The population in this research is defined as the total number of potential respondents from both the junior and senior staff of the case study.
However, the total population of the study is (60) sixty employees.
CHAPTER FOUR
DATA ANALYSIS AND INTERPRETATION
INTRODUCTION
This chapter will show a presentation analysis the interpretation of data collected and finding of the study out of 60(sixty) questionnaires that were administered only 50(fifty) were carefully completed and returned. The data collected were analysed in percentage (%), the questionnaire has two(2) sections. Section A contained (5) five questions which deals with personnal bio-data of the respondents and section B contained the rest of the questions.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION.
INTRODUCTION.
These chapter summarize the entire research work, conclude the study and proffers recommendation where necessary.
SUMMARY OF FINDINGS
Majority of Nestle staffs of the opinion that the training they undergo are relevant to the official assignment given to them. From here, it can be interred that training helps workers to understand and perform their job or work better.
Almost all respondents are of the view that training improves their performances at work. More than half of the respondent believes that the training they undergo achieves their objectives and they view the type of training they receive as average and high for them.
Apart from training, most workers consider the following most important to their productivity.
- Motivation of worker e.g good salary
- Provision of working aids facilities such as computers, office inter-come e.t.c.
- Conducive environment for workers.
- Good relationship with superiors and fellow workers.
- Promotion of staffs when due.
The benefits they derive from training are many and it include;
- Trainings make them understand better their work and its environment.
- Training improves the knowledge of their work.
- Training helps to refresh ones brain.
- Training updates ones knowledge of the job.
Ways by which training outcomes can be improve in Nestle.
- Staff should be enlightened on the importance of training.
- Training should be tailored to meet specific needs of staffs and management should recognize staff request for training.
- Top class consultant should be selected to train the staff.
- Management should ensure that all workers are trained occasionally.
- When workers lack job satisfaction, they lack commitment as well, and it very difficult for workers to concentrate whenever they are sent for training.
CONCLUSION
Training improves how they will interpret the policies of the organisation, how they will utilize the source both human and non-human available to them.
An organisation must show a high level of commitment to employees objectives, while the employees will also show a high level of commitment to his/her organisation. It a special attention is given to the workers by management, efficiency and productivity is likely to be increase.
Therefore, training a worker properly and high efficiency and productivity will be achieved.
RECOMMENDATION
- Organisation must make sure that there is a friendly relationship between employers and employees in the organisation.
- Organisation should not just focus on On-the-job but put into cognizance off-the-training which focuses seminar, conference, class work, classroom assignment, e.t.c. so as to compliment the On-the-job training.
- Feedback should be required to ascertain the effectiveness of the training, more so to determine the weakness.
- Training should go across all the management level not just the employees alone.
- It is the desire of every organisation to constantly increase productivity thereby necessitating the needs to train employees through compensive on and Off-the-job training policies and friendly working condition.
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