The Impact of Training and Development on Staff Efficiency in the Banking Sector of Nigeria
Chapter One
OBJECTIVE OF THE STUDY
The objective of the study include:
- To determine the nature of relationship between training and organisational growth.
- To evaluate the extent to which training results to employee job satisfaction.
- To examine the effect of training on employee self
- To evaluate the effect of training on employee
CHAPTER TWO
REVIEW OF RELATED LITERATURE
CONCEPT OF TRAINING
Training is an integral part of human management. It is used to sharpen, co-ordinate and integrate the natural skills and make them readily available to productive process. According to Flippo (1984:102), training is the act of increasing for doing a particular job. By this view, Flippo so much agrees that a sizeable proportion of skill could influence his rate of compliance to training process. This is the basic concept and it encompasses the entire human process. Confirming this view, Minshra (1989:382- 386), sees training as an organized procedure by which people learn knowledge and skill so acquired which is geared towards the maximization of the wealth of the organization. Jucious (2007:20) observes that training is a process of acquiring specific skill to perform a job better Usually an organization facilitates employee learning through training so that their modified behavior contribute to the attainment of the organization “s goals and objectives .hence Dahama (2005:117) sees training as a process that helps people to become qualified and proficient in doing their jobs.
Blum and Naylor (1984:134) posit that, effective training programmes can result to an increased productivity reduced labour turnover and greater employee satisfaction. This was also emphasized by Beach (1980:42) when he argue that the essence of training of human resources is the capability to apply newly acquired knowledge and skills on the job in such a way as to enhance the achievement of organizational goals. To Warren (1979:35) training is one management tool that is used to develop fully, potentials of an essential organizational resource.
However, the term training as seen by Beach is “the organized procedure by which people learn knowledge and skills for a definite purpose”. He was of the opinion that trainees require manipulative skills, technical know-how and problem solving ability or attitudes. By extension, Beach(1980:47); maintained that the training of human resources enhance the employee to apply newly acquired knowledge and skills on the job in such a way as to aid in the advancement of organization goals. Waur and Ackan (1970:56) sees training as “one management tool used to develop the full effectiveness of an essential organizational resource” (that is its people). He claims that the function of training is to bring about behavioral changes required to meet management goals.
According to Armstrong (1984:47) training is a systematic development of the knowledge, skills and attitudes required by an individual to perform adequately a given task or job. The systematic approach by this author include defining training needs, deciding what sort of training is required to satisfy these needs using experienced trainers to plan and implement training. And finally, following up and evaluating training to ensure that it is effective. Stressing the importance of training in any organization, Strauss and Sayles (1972:44) are of the position that the efficiency of any organization lies directly on how well its members are trained. New line employees need some training before they can take up their responsibilities, while older employees require training both to keep them alert to the demand of their present jobs and to fit them to transfer and promotions. Training also motivates employees to work harder, employees who understand their jobs are likely to gain higher morale; affective managers by virtue for their positions recognize that training is an on-going, persistence, process, not a one short activity. Training generally involves the preparation for particular jobs and is concerned with performance and the application of knowledge and skills to present job” Hatchet (1979:67).
Gardner (1973:144) in his emphasis stressed that, “the objective of job training is to enable an employee to perform his job in such a way as to meet the standards of output, quality, waste control, safety and their operational requirements. Minshra (1989: 382-386) posited that the basic objective of training is to achieve a change in the behaviour of those trained and to enable them do their jobs in another way. Nwachukwu (1988:123) added by saying that training is an organizational effort aimed at helping an employee to acquired basic skills required for efficient execution of the function of which they are hired. Ladunni (2000:11) in his contribution stressed that, “the objective of training is the promotion of human learning to male employees adoptable and suitable to organizational requirements”
The Bible book of Ecclesiastics has also contributed to the relevance of training by stating that “there is nothing so much worth as a mind instructed”. To Ubeku (1975:271), “training of employees is continuous and that money spent on training is money well invested”. Olaiya (1999:10) sees training as a discipline or instruction directed at the development of powers or the formation of desired character or attitude. He further defines training as “a short-term training of workers aimed at bridging the gap or deficiency between the skills required for their jobs and the skills that they actually posses”.Flippo, (1976:209) portraying the significance of training, emphasized that development consist of training to increase skills and knowledge to do a particular job and dedication which is concerns with increasing general knowledge, understanding and background.
Olanye (2011:218) Defines training as a systematic effort aimed at improving current or future employee performance by increasing through learning on employee ability to perform. This implies that training brings about changes in the employee’s attitude, skill and knowledge, the relevance of training becomes clearer when one observes that the Nigeria business environment has witnessed many technological and informational changes in the recent past Chattopadyay and Pereek (2006:45) observe that training is a plan of action put in place to equip employees with the skill, knowledge and the right attitude to improve on their current jobs’ performance. Training programmes are meant to improve the skill of employee in order to increase productivity Daves and Taylor (2005:29). There is a great need for employee training programme as training is design to suit the needs of the organization hence management training is tailored towards human and conceptual skill that assist managers to effectively manage the human element in the organization.
From the above definitions, the essence training and retraining on is therefore to bring the competence of individual up to a required standard for the present and future potentials.
CHAPTER THREE
RESEARCH METHODOLOGY
This chapter constitutes the overall plan guiding the process of data collection. Specifically this chapter shows the research design, sources of data, population and sample size determination, description of research instrument, data analysis techniques, validity and reliability of research.
RESEARCH DESIGN
Research design is the frame work which specifies the type of information to be collected, the sources of data and the collection procedure. It is the basic plan for data collection and analysis of the study. The design used for this study was survey research.
SOURCES OF DATA
In this study, data were sourced from both primary and secondary sources.
Primary Source
Data were collected from respondents using questionnaire and interview schedule.
Secondary Source
Data were also gathered from textbooks, newsletters, magazines, journals, official publications to support the primary source.
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
Data presentation, interpretation and Analysis was done by the aid of tables and percentages, Pearson correlation was used to measure the strength of association between two set of variables used in the study.
Table 4.1 Questionnaire Administered and Returned
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONs AND RECOMMENDATION
SUMMARY OF FINDINGS
The findings of this study are presented as follows:
- The relationship between training and organizational growth is
The items examined in the research yielded a grand mean of 5.52 producing calculated correlation coefficient (r = 0.81 P = 0.001<0.05).
- The extent to which training resulted to employee satisfaction is
The items considered in the research revealed a grand mean of 5.79 with a calculated correlation coefficient (r= 0’80, P = 0.0001< 0.05.
- The effect of training on employee self confidence is not significant, This was indicated by the five items examined in the study which generated a grand mean of 93 with a correlation coefficient of (r = 0.190, P < 0.85>0.05)
- The effect of training on employee performance is significant. This was evidenced in all the items examined in the study which produced a grand mean of (5.33) with a calculated correlation. Coefficient of (r = 0.69, P = 0.0001<0.05)
CONCLUSIONS
The study concludes that training is an important aspect of any successful organization. Adequate training of employees gives the organisation an advantage in a competitive business environment.
The need for investment in employees training is imperative in the light of growing consumers’ sophistication and awareness which places a need for well informed employees. The failure to invest in training is a loss of human capital base, market share and weakened capacity to handle emerging market dynamics.
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