Effectiveness of in-service Training on Employee’s Development and Productivity
CHAPTER ONE
Objectives Of The Study
The main objective of the study is to evaluate the effectiveness of in-service training on employees’ development and productivity. The specific objectives are:
- To evaluate the impact of in-service training on employee’s morale.
- To examine the impact of in-service training on employees’ efficiency and productivity.
- To evaluate the effectiveness of in-service training on organization’s performance.
CHAPTER TWO
REVIEW OF LITERATURE
INTRODUCTION
Our focus in this chapter is to critically examine relevant literature that would assist in explaining the research problem and furthermore recognize the efforts of scholars who had previously contributed immensely to similar research. The chapter intends to deepen the understanding of the study and close the perceived gaps.
Precisely, the chapter will be considered in three sub-headings:
- Conceptual Framework
- Theoretical Framework and
- Empirical Review
CONCEPTUAL FRAMEWORK
Concept Of In-Service
In-service training is defined as a workshop for employed professionals, paraprofessionals and other practitioners to acquire new knowledge, better methods, etc. for improving their skills toward more effective, efficient and competent rendering of service in various fields and to diverse groups of people. Further, such a workshop is a training designed to benefit a specific group of employees at a particular organization. A good in-service training should, via workshop trainees and improve the quality of programming for the development of employees in service.
In-service training, as a program that helps employees learns specific knowledge or skills to improve performance in their current roles. In-service training also defined it as a professional training or staff development programs that aid full time employees in developing new skills and knowledge which help to improve employee performance at work. Training can also be said to be an intended effort with proper planning to smooth the progress of employee’s training of competence that is related to their work (Raymond, 2010). In-service Training can be said to be a planned intervention that aimed at enhancing the elements of individual job performance (Chiaburu & Tekleab, 2005). 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. Cole (2002) puts it that 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 and also the focus of staff development tends to be on the organizations future staff requirement and on the growth needs of individual in the work place.
Noe Raymond (2010) describes staff development as future oriented, volunteer activities of a worker to enhance their abilities and skills in long period. In-service training and staff development are usually used concurrently and are closely related but, they have different ways of defining the two words (training and development) in the field of human resources management.
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.
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 sixty five (65) questionnaires were administered to respondents of which fifty (50) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 50 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS:
Introduction
This chapter summarizes the findings on the effectiveness of in-service training on employees’ development and productivity using Ebonyi State Ministry of Finance, Abakaliki as a case study. The chapter consists of summary of the study, conclusions, and recommendations.
Summary of the Study
In this study, our focus was to examine the effectiveness of in-service training on employees’ development and productivity using Ebonyi State Ministry of Finance, Abakaliki as a case study. The study is was specifically focused to evaluate the impact of in-service training on employee’s morale, examine the impact of in-service training on employees’ efficiency and productivity, evaluate the effectiveness of in-service training on organization’s performance.
The study adopted the survey research design and randomly enrolled participants in the study. A total of 50 responses were validated from the enrolled participants where all respondent are staff of Ebonyi State Ministry of Finance, Abakaliki.
Conclusions
In the light of the analysis carried out, the following conclusions were drawn.
- The impact of in-service training on employee’s morale is positive.
- The impact of in-service training on employees’ efficiency and productivity is positive.
- In-service training affect organization’s performance
Recommendation
Based on the findings the researcher recommends that;
- The staff development should be made to function effectively. In-service training and Development Programme should be initiated based on the field and area of socialization on staff
- Staff training and development should not be a privilege, the Management of the organization should see it as a right of every staff and they should not be restricted from enjoying it.
- The organization should ensure that staff training is regular and continuous and should not be occasional. Training should not be seen as one of the routine activities of the institution.
Other organizations should incorporate in-service training as a way of developing their staff for better job performance.
REFERENCES
- Abiodun, E.J.A. (2008). Human Resources management, an overview.Lagos: concept Publication.
- Adindu, A. (2012). Strategic Health Planning and Programme Budgeting. Clear Lines printer, Calabar, Nigeria.
- Afolabi, T. O. (2002). Teacher’s teaching experience and students’ learning outcomes in secondary schools in Ondo State, Nigeria. Journal of Educational Research and Review, 3(6), 204 – 212.
- Ajayi, 5.1. (1981). Job Satisfaction and Commitment among Nigeria University Teachers, unpublished Ph.D. Thesis. Department of Educational Management. Ibadan.
- Alkelabi, S., &Jehanzeb, K., Ahamad, A., (2012). Role of Learning Theories in Training While Training the Trainers. International Journal of Academic Research in Business & Social Sciences.
- Ambetsa, A. (2006). Contribution of technical and vocational training to sustainable development. A paper presented during the 4th Annual International Conference on Resource Utilization for Sustainable Growth and Development in the 21st century: Kenya: Moi University.
