Training as Tools for the Achievement of Organizational Goals and Objectives in the Public Complaints Commission
Chapter One
Objectives of the Study
The objectives of the research are categorized into two: general and specific objectives.
The general objective:
The overall objective of the study is to evaluate training as a tool for the achievement of organizational goals at the Public Complaints Commission – Saitama.
The specific objectives are:
- To evaluate the existing training and development policies and procedures used in the Public Complaints Commission – Saitama
- To assess the effect of training and development on employee performance
- To assess the relationship between training, development, and learning at the Public Complaints Commission (PCC).
- To assess the effectiveness of training and development methods at the Public Complaints Commission (PCC).
CHAPTER TWO
REVIEW OF RELEVANT LITERATURE
Introduction
This chapter is a presentation of scholarly work undertaken in both theoretical and empirical literature related to this Study. It combines theories related to the training of employees at the work place. The areas covered in this chapter include the defining of some basic concepts used in employee development and training, training objectives, types and methods of training and problems facing training and development of employees. In addition, it discusses findings of related researches and the knowledge disparity to be covered by this research
Definition of Key Concepts
Concept of Training
An important upbringing area of every Human Resource Management role is training and development for a capable use of human resources. It is also known that an improved capabilities, knowledge and skills of the workforce proved to be a major source of competitive advantage in every organization. Training refers to bridging the gap between the current performance and standard desired performance. Training increases the knowledge and skill of an individual for doing a particular job. In the current condition pertaining to training is increasingly seen as a means of not only aiding the growth of the individual employee but as an incorporated part of organizational growth.
Chiaburu and Telkleab (2005), defined training as a planned intervention aim at enhancing the elements of individual job performance. Ngirwa (2009) defined training as a learning process in which employees acquire knowledge, skills, experience and attitudes that they need in order to perform their job better for the achievements of their organizational goals. It tides the gap between the job requirements and employee present specification. It simply means that changing what employee knows how they work, their attitudes towards their jobs and organization.
Training is a planned process of increasing the knowledge and skills of the employees for doing a specified job by providing a learning experience.
Armstrong, (2008), defined training as the planned and systematic modification of behavior through learning events, programs and instructions, which enable individuals to achieve the levels of knowledge, skill and competence needed to carry out their work effectively.
CHAPTER THREE
RESEARCH METHODOLOGY
Introduction to Methodology
This section of the study defines the methodology that was employed in the research; where it points out on the study structure, area of the research, the population of the study, sample size and sampling techniques, the methods used in data collection and data analysis. Lastly it provides the reliability and validity of those instruments.
Research Design
A research design is a coherent plan and that specifies how data relating to a given problem should be collected and analyzed for guiding a study conducted. It provides the procedural outline for the conduct of the research. It is a program that directed the researcher in the procedure of gathering data, evaluating and deducing observations (Polgar and Thomas 1995). This research used a ‘case study’ method to gather data. A case study is a comprehensive investigation of a specific case being a subject or a condition for clarifying concepts and variables or clarifying ways for to measure those for obtaining detailed appreciative of problems being examined (Kothari 2004). ‘Case study’ technique is a very common form of qualitative exploration that probes deeply and analyzes interactions between the factors that explain present status or that influence change or growth also envelops a careful and intensive feeling of a foundation, or even the aggregate community, it considers in profundity as opposed to extend. Under this system the strategy jumps out at be qualitative and not quantitative (Kothari 2004).
Data Source
The two sources of data namely primary and secondary data are discussed below
Primary Source
Primary data is raw data being observed or collected directly from first-hand experience. Primary data is important for all areas of research because it is unvarnished information about the result of an experiment or observation. As it were, it is unique examination information in its basic structure without any dissection or handling. The primary data was obtained from respondents by conducting survey in the form of questionnaire, interview and observation. To empower the researcher accumulate the required reactions from the distinctive respondents, 46 essential organized inquiries were put before both junior and senior staff respondents (Public Complaints Commission ).
Secondary Source
Secondary data is data that have already been collected for some other purpose which might have been processed and subsequently stored. There are three types of secondary data and these include documentary, survey and multiple sources. So as to address the analysis and destination inquiries of the study, the researcher likewise also accessed a variety of secondary data sources from the organisation’s (Public Complaints Commission ).
Study Population
The targeted population for this study was employees of Public Complaints Commission , maitama.
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS
Introduction
This chapter is made up of presentation, analysis and discussion of data collected from Public Complaints Commission, maitama which were selected for the study. The data was separated into nigerians, expatriates, senior staff, junior staff, males, females of mining, Engineering and Human Resources divisions. The data have been analysed and presented in tables, pie charts and bar charts. Out of a total of sample of 200, 160 responded, representing 80% response rate.
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
Introduction
This chapter talks over on the results obtained and summary of the study. It also concludes and provides the recommendations that would improve the Training and development program for employees’ performance and organizational efficiency and constraints of the study.
Summary of findings
The following were the findings of the study from both supervisors/managers and employees.
Training and development policies and procedures
The research indicated that training and development policies do exist in Public Complaints Commission (PCC ) Ltd, maitama. From the responses and the analysis, the respondents maintained that many forms of training and development policies are designed and that most employees are aware of the existence and use of those policies and procedures.
On the efficiency of policies and procedures, the study established that training and development procedures at Public Complaints Commission were effective and some respondents were even of the idea that the policies were highly operative.
Once more, the study discovered that even though the existence of training and development policies and the level of usefulness of those policies and procedures in Public Complaints Commission , Management sometimes face some challenges such as failure of management to educate workers on training issues, irregularity in the application of training and development policies and procedures
The research further revealed that biased and unreliable application of training and development policies and procedures most often caused some kind of disapproval to the affected workers.
Effect of training and development on employee and performance
The study revealed that there is a positive effect of training and development on employee performance.The data gathered point out that, training and development activities had provided new skills and knowledge, therefore enriched their performance of work. Thus can be concluded that, from the subjective perspective of respondents, there is a relationship with training and development activities on employees’ performance in the Public Complaints Commission .With regards to effectiveness of training and development onemployees. The interview with the manager of Training and Development and Human Resource established that there is a positive effect of training and development on the performance of the organization. There is a difference in the employee operation where the trained employee is more effective and efficient than untrained ones. Hence, the effects necessitate the hypothetical back ground that there is a significant positive effect of training and development program on the performance of the employees.
Relationship between training and development
The findings point out that there is a relationship between the two variables – training and development. It was made clear that the more an employee is being trained for his or her work, the more his performance goes high, all other things being equal.
Effectiveness of training and development methods
The study discovered that about 60% of the respondents indicated that there is no satisfaction in the training and development methods. This might be due to unplanned and not systematic and management should try to revise the whole process of the training and development program to help ensure the effectiveness of the training and development methods. To ensure effectiveness in the training methods, respondents were of the view that training and development procedures must be well communicated to all employees.
It was shown that management should amend performance plans and changes to some of the old system of training and development methods where an employee needs to work for more than five years before he/she could be sponsored for training. However, it was also revealed that with the advancement of technology, development in terms of knowledge and skills at the work place is very necessary. The study also pointed out that low satisfaction, lack of organisational commitment and low job involvement are some of the causes of inadequate training and development.
Conclusion
This research was intended at investigating training and development on employee performance and the study backed a strong positive relationship between them on the basis of the respondents view and perception. From the discoveries, this study came out with the following conclusion: Training and development program is continuous practice in the Public Complaints Commission and the employee was able to learn and inform their knowledge and skills every year. However, the program is not completely planned and not equally systematic and organized in one division. And it also follows applicable training and development policies and procedures. The research also concluded that there were positive effects of training and development on employee performance and organization effectiveness, but the factors such as low budget is not a major hindrance for training and development program to be carried out steadily.
In conclusion, the whole study established that, the training and development activities is highly effective program among other Human Resource roles which should be planned and executed by organization so as to run a set of increasing skills in employees in order to increase performance, which in turn increase their combined performance and thus further outcome on organization growth.
Recommendations
Employees training and development has been identified to be very critical for the employee and for the organization and its efficiency. Hence in order to meet the requirements the Public Complaints Commission must observe the following:-
Identify Training Need assessment
The study has established that training and development in Public Complaints Commission has the potential to improve employee performance in the organization. It is therefore seen needs assessment is very crucial for which helps to identify the existing problems and future challenges that should be met through training and development. The researcher therefore recommend that Public Complaints Commission should ensure that there is training needs assessment and the needs must fit for the successes of organizational objectives. This should be done by Human Resource personnel in collaboration with the training and Development manager and other departments.
Institute the training objective in accordance with the organizational goals
The outcome of the research has indicated that clearly defined training objectives which are directed in line with company’s’ goals, gives an enabling environment for employees to know what is expected of each employee after training. It is therefore recommended that management of Public Complaints Commission should openly state the outcomes for each employee, what change in employee, skills, knowledge behaviours and attitudes. It must also simplify what is to change and by how much. The training objectives should be explicit, tangible, verifiable, suitable and assessable and the goals should be clear to both managers and employee because they can be used to assess their achievement.
Build more prospects for training and development ofemployees
The study has identified the fact that most employees who are normally at the lower level do not find themselves in training which eventually result in inefficiency and ineffectiveness. Respondents also indicated that at times, they are being neglected for some of these training programs and the training opportunity is normally even given to only senior staff. These employees are normally those of the low levels such as messengers, labourers, store keepers and even drivers should be encouraged to go for training and development program like in service courses. Based on these findings, the researcher recommends that there should be enough training and development prospects for all employees in the organization. This will enhance their ideas and will assist them to know more about the current changes in technologies.
Suggestion for Further Research
This research openly centers on the training and development and its effect on employee performance. Nevertheless, the plan and application are not well studied therefore this it is suggested that further research should be conducted to discover how training and development program can be strategically planned and bring into line with the organizational objectives to meet the preferred performance.
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