Effect of Employee Training on Organizational Performance in Soft Drinks Bottling Company
Chapter One
Objectives of the Study
The main objective of the study is to investigate the effect of employee training on organizational performance with focus on the processes and procedures of selection employees for training. However, specific objectives of the study are as follows:
- To ascertain the extent to which selection procedure of employee for training affects organizational productivity
- To determine the extent of effect of training design on employee productivity
- To ascertain the extent to which training delivery style affects employee productivity
- To find out the relationship between employee perceptions of training and organizational productivity
- To determine the extent to which employee training affects organizational performance.
CHAPTER TWO
REVIEW OF RELATED LITERATURE
Overview of the Effect of Employee Training on Organizational Performance
There has been a general resistance to investment in training in organizations until recently because of the presumption that employees hired under a merit system are qualified and trained for their jobs (Okotoni and Erero, 2005). It was further assumed that if that was not the case then it means that initial selection of personnel was faulty (Stahl, 1956). This assumption no longer holds as the need for training became evident in all sectors (Okotoni and Erero, 2005). Training offers a way of “developing skills, enhancing productivity and quality of work, and building worker loyalty to the firm” (http://www.bls.gov/oco/ocos021.htm). Training has become the Holy Grail to some organizations, an evidence of how much the management truly cares about its workforce (Hamid, 2011). Hamid (2011) went further to say that the effectiveness with which organizations manage, develop, motivate, involve and engage the willing contribution of those who work in them is a key determinant of how well these organizations perform. The importance of training has become more obvious given the growing complexity of the work environment, the rapid change in organizations and technological advancement which further necessitates the need for training and development of employees to meet the challenges. Training helps to ensure that organizational members possess the knowledge and skills they need to perform their jobs effectively, take on new responsibilities, and adapt to changing conditions (Jones, George and Hill, 2000). Similarly, training helps improve 10 quality, customer satisfaction, productivity, morale, management succession, business development, profitability and organizational performance. Usually, before training programmes are organized efforts are made through individuals and organization’s appraisals to identify the training needs (Olaniyan & Ojo, 2008:327). After the training programmes, an evaluation is carried out to ascertain the effectiveness of the programme in line with the need, which had been identified (Olaniyan & Ojo, 2008). The essence of evaluation is to know the extent to which the training has positively affected the employee’s productivity. Organization’s development follows the development of individual who form the organization. It therefore follows that no organization becomes effective and efficient until the employee has acquired and applied the required skills and knowledge
Conceptual Framework
Training has been defined differently by different authors. It is “a systematic acquisition and development of the knowledge, skills, and attitudes required by employees to adequately perform a task or job or to improve performance in the job environment” (Tharenou, Saks and Moore, 2007:252). Another concept opines that training primarily focuses on teaching organizational members on how to perform their current jobs and helping them acquire the knowledge and skills they need to be effective performers (Jones, George and Hill, 2000). Other scholars view training as, “a planned process to modify attitude, knowledge or skill behaviour through learning experience to achieve effective performance in any activity or range of activities” (Beardwell and Holden, 2001:324). Its purpose is to develop the abilities of the individual and to satisfy the current and future needs of the organization. 11 These definitions did not consider the dynamic and changing nature of the environment in which organizations operate (Okanya, 2008). It also implies that training automatically translate to organizational performance. Skills needed by employees are continuously changing; besides, the ever changing improvement on information and technology makes knowledge and skills obsolete in a short while. This implies that employees should align their needs to that of the organization’s requirements and their own long term development and the Human Resources Department should consider the current and future needs of the organization when planning for employee training (Holden, 2001). These divergent views notwithstanding, all the scholars seem to point to one fact that the training aims at improving organizational performance.
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.
POPULATION OF THE STUDY
According to Udoyen (2019), a study population is a group of elements or individuals as the case may be, who share similar characteristics. These similar features can include location, gender, age, sex or specific interest. The emphasis on study population is that it constitutes of individuals or elements that are homogeneous in description.
This study was carried to examine effect of employee training on organizational performance. Soft drink bottling company forms the population of the study.
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 employee training on organizational performance in soft drink bottling company. 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 the challenges of an effect of employee training on organizational performance in soft drink bottling company
Summary
This study was on an effect of employee training on organizational performance in soft drink bottling company. Five objectives were raised which included: To ascertain the extent to which selection procedure of employee for training affects organizational productivity, to determine the extent of effect of training design on employee productivity, to ascertain the extent to which training delivery style affects employee productivity, to find out the relationship between employee perceptions of training and organizational productivity and to determine the extent to which employee training affects organizational performance. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from soft drink bottling company in Enugu. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
The study concludes that if the right employees are sent on training through the systematic training procedure of identifying and selecting employees for training, there would be a significant improvement on the organizational performance. Therefore, for organizations to become more productive and remain in business, especially in this era of increased global competitiveness and growing complexity of the work environment, adequate training need assessment should be conducted by the Human Resource (HR) department before sending employees on training. In addition, Nigerian Bottling Company and 7Up Bottling Company should have a mechanism for evaluating employee post training performance. Emphasis should be on skill gap and not on sentiment when selecting employees for training
Recommendation
Seminars and workshops should be organized for the Human Resource department on the importance of systematic approach of training and proper procedure to follow in identifying skill gaps in the various departments.
- Heads of Department should be sensitized on the importance of sending the right employee on training. They should not see training opportunities as pay back opportunities for their loyalists.
- Recommending employees for training based on favouritism should be discouraged by the management.
- A mechanism should be created for proper assessment and evaluation of employee performance after training. Some of the employee performance indicators enumerated in this research work could be adopted by the organizations
References
- Adamu, S. (2008), Manpower Planning and Administration, Lagos: National Open University of Nigeria.
- Albaladejo, M. and Romijn, H. (2001), Determinants of Innovation Capability in Small UK Firms, ECIS working paper No. 00.13.
- Adeniyi, O.I. (1995), “Staff training and development” in Ejiogu, A; Achumba, I. Asika (eds). Reading in Organizational Behaviour in Nigeria, Lagos: Maltho Use Press Ltd. Advanced Team Concepts, Employee Motivation with Employee Training Development, www.atctraining.com/building_employee_excellence.htm. [accessed 30 April 2012].
- Akintayo, M.O. (1996), “Upgrading the teachers status through in-services training by Distant Learning System” (DLS) Unpublished, A public lecturer at the Second convocation ceremony of NTI, NCE by DLS.
- Alliger, G. M., Tannenbaum, S. I., Bennett, W., Traver, H., and Shortland, A. (1997). A meta-analysis on the relations among training criteria. Personnel Psychology, 50, 341- 358.
- An Encyclopaedia Britannica Company, Understudy. http://www.merriam_webster.com/dictionary/understudy, [accessed 15 March 2012].
- Armstrong, M. (1996), A Handbook on Personnel Management Practice, (5th edition), London: Kogan Page.
- Armstrong, M. (2000), “Understanding training”, Human Resource Management Practice (8th ed). London: Kogan Page Limited.
- Baum, T. and Devine, F. (2007), “Skills and training in the hotel sector: The Case of front office employment in Northern Ireland”. Tourism and Hospitality Research, 7, pp. 269–280
- Beardwell, I. and Holden, L. (2001), Human Resource Management: A contemporary approach. Essex: Pearson Education Limited.
