Effect Of Staff Training On Job Satisfaction

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Effect Of Staff Training On Job Satisfaction


Despite various training courses attended by staff of Kogi State Judiciary, there has been low morale and no job satisfaction. The major objective of this research was to determine the effect of training on job satisfaction in Kogi State Judicial Service for the period of 2003 to 2012. Specifically, the study sought to find out the extent to which attendance of short/long term course/programmes, and acquisition of higher educational qualifications (Degrees/Diplomas) has affected job satisfaction of staff of Kogi State Judicial Service. The research hypothesized that “that short or long term training courses and acquisition of higher educational qualifications does not affect staff job satisfaction”. The expectancy theory of Vroom (1964) was adopted for this research. The Survey research design with sample size of 338 using stratified random sampling technique for questionnaire distribution was used for primary data collection complimented by interview. Secondary data was derived from official records, text books, journals and internet materials. Data analysis was done by the use of frequency tables, percentages and chi square statistical tool.

Chapter One


1.1 Background to the Study

Training is one of the most important issues for human resource management. Through appropriate training, organizations can rely on competent and motivated employees, ready to meet technological and strategic requirements while employees expect to meet their needs and desires and satisfy them through training. Literature reveals that human resources represent the most important and variable factor of the production process, besides being a vital and strategic element for any organization whose target is to improve its productivity and competitiveness (Kazaz and Ulubeyli 2007). Thus, the implementation of policies, programmes and practices related to human resources, such as those regarding selection, recruitment procedures, training, incentives and assessment, are closely related to the overall performance of the organization, which implies that human resources become a beneficial source of competitiveness (Osman et al. 2011). Different researches consider training as one of the most important issues in the field of human resources (Loosemore et al.2003, Porret 2007). This is so because training is an essential factor whenever availability and suitability of skilled workers, able to adapt themselves to the technological and strategic needs of the organization, are required. On the other hand, training is also essential to ensuring that employees get the appropriate skills to carry out their work successfully (Loosemore et al.2003, Osman et al. 2011). Organizations involved in effective training programmes are better equipped to retain workers more satisfied with their job and, consequently, more committed to the company. Moreover, while satisfied workers are generally willing to accept the objectives and values of the organization (Schmidt 2007), training that does not fulfil workers‟ expectations and needs could generate negative attitudes (Schmidt 2009). The question that may arise in many instances is why human resources are important. Bearing in mind that human resources are the intellectual property of the firm, employees prove to be a good source of gaining competitive advantage (Houger 2006), and training is the only way of developing organizational intellectual property through building employees competencies. In order to succeed. Organizations have to obtain and utilize human resources effectively.

Organizations ,therefore, need to design its human resource mananagement in ways that fit into the organization’s structure as this it will make the organizations achieve their goals and objectives. Moreover, it is also important for organizations to assist their workforce in obtaining the necessary skills needed and, increase commitment. The management of human resources in Africa in general and Nigeria particular is rather challenging as most organizations have difficulties finding proper human resources. This may partly be a result of the different kinds of problems, for example, political instability, corruption, bureaucracy, poor infrastructure, low levels of education and purchasing power, diseases and famine known to prevail in the African business context (Kamoche 2002, 994 – 995).

1.2 Statement of the Problem

Despite the increasing effects on training of organizational employees by organizations, there is still limited literature on human resource development issues in developing countries (Debrah & Ofori 2006, 440) and increasing concerns from organizational customers towards low quality services in the telecommunications sector. It is further worth noting that while much is known about the economics of training in the developed world, studies of issues associated with training in less-developed countries are rarely found. The existing studies in this relation (Harvey 2002; Harvey, Matt & Milord 2002; Jackson 2002; Kamoche 2002; Kamoche, Debrah, Hortwiz & Muuka 2004; Kraak 2005) have taken a general human resource management (HRM) focus creating a gap on issues such as the effect of training on employee performance. This study will contribute in minimizing this gap in the literature and thereby establish the basis to understanding of some aspects of human resource management in general and training in particular in Nigeria

1.3 Objective of the Study

The objectives of the study are;

  1. To ascertain the effect of staff training on job satisfaction
  2. To ascertain the role of training on employee motivation
  3. To ascertain the relationship between staff training and organizational achievement

1.4 Research Hypotheses

For the successful completion of the study, the following research hypotheses were formulated by the researcher;

  1. H0: staff training does not have any effect on job satisfaction of employee
    H1: staff training does have an effect on job satisfaction of employee
  2. H02: there is no relationship between staff training and organizational achievement
    H2: there is relationship between staff training and organizational achievement

1.5 Significance of the Study

This study will give a clear insight on effect of staff training on job satisfaction. The study will be beneficial to any students, organization, staff and the general public. It will also serve as a reference to other researchers that will embark on this topic

1.6 Scope and Limitation of the Study

The scope of the study covers effect of staff training on job satisfaction. The researcher encounters some constrain which limited the scope of the study;

a) Availability of Research Material:

The research material available to the researcher is insufficient, thereby limiting the study

b) Time:

The time frame allocated to the study does not enhance wider coverage as the researcher has to combine other academic activities and examinations with the study.

c) Organizational Privacy:

Limited Access to the selected auditing firm makes it difficult to get all the necessary and required information concerning the activities.

1.7 Definition of Terms

Staff Training:

Employee training and development is a broad term covering multiple kinds of employee learning. Training is a program that helps employees learn specific knowledge or skills to improve performance in their current roles.

Job Satisfaction:

Job satisfaction or employee satisfaction is a measure of workers’ contentedness with their job, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision.

1.8 Organization of the Study

This research work is organized in five chapters, for easy understanding, as follows

  • Chapter one is concern with the introduction, which consist of the (overview, of the study), historical background, statement of problem, objectives of the study, research hypotheses, significance of the study, scope and limitation of the study, definition of terms and historical background of the study.
  • Chapter two highlights the theoretical framework on which the study is based, thus the review of related literature.
  • Chapter three deals on the research design and methodology adopted in the study.
  • Chapter four concentrate on the data collection and analysis and presentation of finding.
  • Chapter five gives summary, conclusion, and recommendations made of the study

Chapter Five

Summary, Conclusion and Recommendation

5.1 Introduction

It is important to ascertain that the objective of this study was to ascertain effect of staff training on job satisfaction. 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 effect of staff training on job satisfaction

5.2 Summary

This study was on effect of staff training on job satisfaction. Three objectives were raised which included: To ascertain the effect of staff training on job satisfaction, to ascertain the role of training on employee motivation, to ascertain the relationship between staff training and organizational achievement. In line with these objectives, two research hypotheses were formulated and two null hypotheses were posited. The total population for the study is 200 staff of Kogi state judiciary. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made front human resource managers,client relations officers, centre registrarsand junior staff were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies

5.3 Conclusion

The importance of training and development in the corporate world has been highlighted in the previous literature. Thus, it is essential to examine any issues related to training and development in any business sector. The purpose of this study is to examine the effects of training on employee performance within the judiciary in Kogi state.

Moreover, sub goals are developed to facilitate a clear achievement of the purpose of the study. These include (1) what training programs exist in the judiciary sector, (2) what are the training objectives, (3) what methods are used and do these methods meet the training objectives, and finally (4) examine the effects of training on employee performance.

5.4 Recommendation

Since the study has revealed that training positively influences employee performance by having a positive influence on employee engagement at judiciary, training should be conducted time to time to ensure that employees have the necessary engagement to change processes, innovation; better performance and job enthusiasm for enhanced employee and organizational performance. The fact that the top level management and non-level management are more likely to be induced in taking new tasks compared to the middle level management staff indicates a gap in readiness of the middle level management in taking new tasks. Thus the organization should design specific training programmes that target this group of employee with the aim of enhancing their readiness in taking up tasks and accepting change. Further the organization should carry out an audit to find out why training most likely motivates the top level to be committed to taking initiatives in helping other employees but not the other cadres of employees.

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