The Impact of Training and Personal Development on Organizational Productivity
Chapter One
OBJECTIVES OF THE STUDY
The objective of the study is as follows:
- To find out if the Delta State University, Asaba Campus does have a functional and existing Human Resources Development (HRD) department.
- To investigate whether the staff of Delta State University, Asaba Campus has ever been sent on training.
- To investigate whether Delta State University, Asaba Campus has a designed training program for its workforce.
- To investigate the impact of lack of training of staff of the Delta State University, Asaba Campus.
- To recommend ways of how to improve staff for higher productivity in the Delta State University, Asaba Campus.
CHAPTER TWO
REVIEW OF LITERATURE
INTRODUCTION
Our focus in this chapter is to critically examine relevant literatures 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.
CONCEPTUAL AND THEORETICAL REVIEW
Chandrasekar (2011: P.17) explained that, workplace have two types of impact on employees‟ moral, productivity and engagement positive and negative, if you give a good work environment the effect will be positive. According to Garavan (1997: P.32) without any pre-training employee cannot perform easily. According to Flynn et al. (1995:659) organizational goals can be achieved effectively if employees of those organizations are provided sufficient training and development. Training and development should have significant role for the development of employee‟s performance. According to Drucker (1999: P.69), the one contribution a manager is uniquely expected to make is to give others vision and ability to perform. Training is the organized procedure by which people learn knowledge or skills for a definite purpose. Cole (2002: P.330), defines training as a learning activity directed towards the acquisition of specific knowledge and skills for the purpose of an occupation or task. Gordon (1992: P.235), defines training has the planned and systematic modification of behaviour through learning events, activities and programs which results in the participants achieving the levels of knowledge, skills, competencies and abilities to carry out their work effectively. Grobler et al (2006: P.125) described training as the use of specific means to inculcate specific learning, using techniques that can be identified and described. These techniques and methods should be continually improved. Armstrong (1996: P.11), emphasizes that training should be developed and operated within an organization by appreciating learning theories and approaches if the training is to be well understood. Training refers to the acquisition of the skills, knowledge and competencies required to perform a task, by means of teaching. Noe et al. (1986: P.49) defines training as, a planned effort to facilitate the learning of job-related knowledge, skills, and behaviour by employees. Training therefore can be explained as a planned and systematic effort by management aimed at altering behaviour of employees, in a direction that will achieve organizational goals. Armstrong (2001: P.32) defines training as the use of systematic and planned instruction activities to promote learning. Reynolds (2004: P.16) defined training as a set of activities which react to present needs and is focused on the instructor and contrasts with learning as a process that focuses on developing individual and organizational potential and building capabilities for the future.
Training is the systematic development of the attitude and skill behaviour pattern required by an individual in order to perform adequately a given task. It develops their skills, changes their attitude towards work and builds their loyalty to the company hence improved performance. Training is aimed at helping the employees obtain knowledge and skills required in performing and being able to develop their abilities to the full, within the areas that are relevant to the organization. For training to be effective, it should improve the performance and ability of the trained employee. Training addresses gaps between an ideal and an optimal stage of development. Rothwell (2006: P.234), categorize them into two sets, to fill up a performance gap (identified during the performance management process) and to fill up growth gap, (to be promoted or to be able to fill another open position in the organization). Schmidt et al. (1992: P.208) refers to three methods for identifying training needs: the generic methods, performance analysis, and competency assessment. Training can only be performed when it has determined which employees should receive training, their current levels, knowledge and skills. Trainers identify how employee should perform and then design a training program to fit the employees required skills. However, the assessment of the individual will indicate the range of skills and knowledge that is to be acquired.
CHAPTER THREE
RESEARCH METHODOLOGY
AREA OF STUDY
The Delta State University, Abraka – popularly known as DELSU – is a State government owned university in Nigeria with the main campus located at Abraka, Delta State and two campuses at Asaba and Oleh. The Oleh campus was established with the 1995 Amended Edict. The University is a multiple-campus university having three campuses within a distance of about 200 km apart. Currently, with a student population of about 36,000 (in the 2007/08 session), the University offers a range of programmes from the full-time certificate, diploma and degree programmes to part-time evening and weekend degree programmes. The University offers postgraduate studies up to a doctoral level. A staff/student counselling centre, an e-learning centre, student accommodation and sporting facilities amidst others are available support services. It is one of over twenty-five state-owned universities which are overseen and accredited by the National Universities Commission.
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.
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 constitute of individuals or elements that are homogeneous in description.
This study was carried out to examine the impact of training and personal development on organizational productivity using Delta State University, Asaba Campus as a case study. The non-academic staff of the University form 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 one hundred (100) questionnaires were administered to respondents of which all the one hundred (100) were returned and validated and thus used for the analysis.
CHAPTER FIVE
CONCLUSION AND RECOMMENDATION
CONCLUSION
In this study, our focus was to examine the impact of training and personal development on organizational productivity using Delta State University, Asaba Campus as a case study. The study specifically was aimed at finding out if the Delta State University, Asaba Campus does have functional and existing Human Resources Development (HRD) department; to investigate whether the staff of Delta State University, Asaba Campus has ever been sent on training; to investigate whether the Delta state university, Asaba Campus have a designed training programme for its workforce; to investigate the impact of lack of training of staff of the Delta State University, Asaba Campus; and to recommend ways of how to improve staff for higher productivity in the Delta State University, Asaba Campus.
The study adopted the survey research design and randomly enrolled participants in the study. A total of 100 responses were validated from the enrolled participants where all respondent are non-academic staff in Delta State University.
The findings revealed that Delta State University, Asaba Campus have functional and existing Human Resources Development (HRD) department.
The staff of Delta State University, Asaba Campus ever been sent on training.
Delta state University, Asaba Campus have a designed training programme for its workforce.
The impact of lack of training of staff of the Delta State University, Asaba Campus include but not limited to: causes poor job performance and increased levels of work-related stress, Reduces efficiency and effectiveness of staff, Reduces the productivity of staff, and Makes the skills of the staff to me limited.
RECOMMENDATION
In order to reap the full benefits of a training initiative, Delta State University HRM Department should ensure that the following are instituted at the work place.
i.) Systematic Training
Identification of training needs should be done more professionally in conjunction with the line manager as well as the individuals involved together with the HR/Training manager. Everyone involved should agree exactly to what the trainees are lacking.
ii.) Well structured training calendar
There is need for a well structured training calendar which can be used monthly at the Delta State University to inform/prepare employees ahead about trainings that are likely to hold for the month. The training calendar will also help the Training manager to keep proper track of the training package
iii.) Evaluate training for effectiveness
It is vital to evaluate training in order to assess its effectiveness in producing the learning outcomes specified when the training intervention is planned, and to indicate where improvements or changes are required to make the training even more effective. The basis upon which each category of training is to be evaluated should be determined at the planning stage while considering how the information required to evaluate learning events would be obtained and analyze.
iv.) Provide Specific information to employees
Performance appraisal information system which is used monthly in Delta State University to assess employees‟ performance should provide specific information to employees about their performance problems and ways they can improve their performance. This assessment should provide a clear understanding of the differences between current and expected performance, identifying the causes of the performance discrepancies and develop action plans to improve performance of employees through training and development programs.
v.) Enrich job experience
Most employee development occurs through job experiences. Development is most likely to occur when there is a mismatch between the employee‟s skills and past experiences, and the skills required for the job. There are several ways that job experiences can be used for employee these include the enlargement of current job, job rotation, and promotion to positions with greater challenge.
REFERENCES
- Armstrong, M.(1996).A Handbook on Personnel Management Practice, 5th ed. London: Edward Publishing.
- Armstrong, M. (2009). A Handbook of Human Resource Management practice.11th Edition. Kogan page Publishers; London
- Armstrong, M. and Baron, A. (1998). Performance management: the new realities. London: Institute of Personnel and Development.
- Anderson, A. (2003). Industrial psychology (3rd Ed). New Jersey: Pearson Prentice Hall.Beardwell, N. and Holden, B. (1993). Managing for Success, 2nd ed. England: Prentice Hall Publisher
- Antonacopoulou E. P. (2000). „ Employee development through self-development in three retail banks‟ Journal of Personnel Review, Vol. 29 No. 4, pp. 491-508
- Black S. E and Lynch, L. M. (1996).Human-Capital Investment and Productivity. The American Economic Review, 86(2), pp. 28-35
- Byrne, S. M. (1999) “The Value of Human Resource Development to an Organization; Providing Technical Assistance to Small Manufacturing Companies” PhD Dissertation submitted to the Faculty of the Virginia Polytechnic Institute and State University in Adult Learning and Human Resource Development, Unpublished
