The Impact of Training and Development on Employee Performance
CHAPTER ONE
Objective of the Study
Primarily, the target of the study is to serve the effectiveness of training and development on employee’s performance; the other objectives are given below: –
- To examine if training and development really boost the performance of employee;
- To examine the relationship between training and development of employees and organization productivity; and
- To investigate if training and development of employees enhance their effectiveness.
CHAPTER TWO
LITERATURE REVIEW
Introduction
This chapter discussed training and development concepts and definitions, organization’s need for training and development, identification of training needs, training and transfer of training, training policy, performance appraisal and training and development, training techniques (methods) used, evaluation of training and development and finally benefits of training and development.
Concepts and Definitions
Well trained employees are key to a business’ success. It has been shown that the most successful and productive employees are those who have received extensive training and development. These groups of employees can be described as the “cream of the crop” that often has the strongest stake in an organization’s future. According to Dessler (2008), even when employees are carefully selected, it does not still guarantee totally acceptable performance from the employees. This is because while the potential of an employee to perform is one thing, performing is another and therefore an employee with a high potential to perform may not still perform his job if he does not go through training and development. This is why training of newly employed starts with organizational orientation. Cole (2004), postulates that human resources are the most dynamic of all the organization’s resources and therefore they need considerable attention from the organization’s management, if the it human resource are to realize their full potential in their work. Training and development activities just as most other activities in an organization depended on the policies and strategies of the organization. An organization with a well organized training would refer to it as “systematic training” which is why job descriptions are inevitable during the recruitment and selection process. Further more, in establishing what training and development needs an organization has must start with a job description and later performance appraisal. In part III (Protection of Employment) of the Labour Act 2003, Act 651 section 10 (Rights of a worker), it states that “the rights of a worker include the right to be trained and retrained for the development of his work and to receive information relevant to his work.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
This chapter deals with the methods the researchers used in gathering and analyzing data collected. As to achieve a good result of this research work, the data collected must be reliable, credible and relevant. Therefore, techniques or methods which will be convenient to use were employed under specific situations to give an accurate, valid, logical and satisfactory analyses of the data. This chapter includes the following;
- Area of Study
- Sampling Size and Techniques Used
- Types of Data
- Techniques or Methods of Data Collection
- Order or Tools of Data Presentation
CHAPTER FOUR
DATA ANALYSIS AND PRESENTATION
INTRODUCTION
This chapter aims at presenting the data gathered from the questionnaires administered for the people and personal contacts in relation to the various objectives advanced in the various parts of the study. The data collected on the study is clearly presented and analyzed.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
INTRODUCTION
It is important to reiterate that the objective of this study was to examine the Impact of training and development on Employee 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 Impact of training and development on Employee Performance.
SUMMARY
This study was undertaken to examine Impact of training and development on Employee Performance. The study opened with chapter one where the statement of the problem was clearly defined. The study objectives and research hypotheses were defined and formulated respectively. The study reviewed related and relevant literatures. The chapter two gave the conceptual framework, empirical and theoretical studies. The third chapter described the methodology employed by the researcher in collecting both the primary and the secondary data. The research method employed here is the descriptive survey method. The study analyzed and presented the data collected in tables While the fifth chapter gives the study summary and conclusion.
CONCLUSIONS
DeCenzo & Robbins (2000), explain training as a “learning experience, in that, it seeks a relatively permanent change in an individual that will improve his ability to perform on the job”. This mean training must be designed in such a way that, it will involve the either the changing or enhancing of skills, knowledge, attitudes, and social behavior. This change or enhancement of skills, knowledge, attitudes, and social behavior could involve what the employee knows, how he works, his relations and interactions with co-workers and supervisors.
Training thus consists of planned programmes designed to improve performance at the individual, group or organizational levels, Cascio (1992).
With an improved performance on the part of the individual, group or organization means, there have been measurable changes or enhancements in the knowledge, skills attitude and social behaviors.
Monappa & Saiyadain (2008), define training as “the teaching or learning activities carried on for the primary purpose of helping members of an organization to acquire and apply the knowledge, skills, abilities and attitudes needed by that organization. It is the act of increasing the knowledge and skill of an employee for doing a particular job”.
- REFERENCES
- Armstrong, M. (2006) Human Resource Management Practice 10th ed. Kogan Page. London and Philadelphia.
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- Argyris, C, (1971). The Management of Learning. Maidenhead: McGraw-Hill
- Asare-Bediako, K. 2008. Professional Skills in Human Resource Management 2nd ed. Asare- Bediako 7 Associate Limited, 277 Windy Hills.
- Bass, B. M. & Vaughan, J. A. (1969). Training in Industry: The Management of Learning. London: Tavistock Publications
- Beardwell, I. & Holden, L. (1998). Human Resource Management: A contemporary perspective. New Delhi: Macmillan India Limited.
- Brody, M. (1987), June 8. Helping workers to work to smart. Fortune, pp 86-88.
- Cascio, W. F. (1992). Managing Human Resources: Productivity, Quality of Work life, Profits. McGraw-Hill Inc.
