Effect Of Training And Development On Employee’s Performance In The Energy Power Sector (A Case Study Of Ikeja Electric Co And Eko Electricity Distribution Company)

Effect Of Training And Development On Employee’s Performance In The Energy Power Sector (A Case Study Of Ikeja Electric Co And Eko Electricity Distribution Company)

Abstract

This study was carried out on the effect of training and development on employee’s performance in the energy/ power sector using Ikeja electric co. and Ekoelectricity distribution companyas a case study. The survey design was adopted and the simple random sampling techniques were employed in this study. The population size comprised of staff of Ikeja electric co. and Eko electricity distribution company. In determining the sample size, the researcher purposefully selected 60 respondents and 50 were validated. Self-constructed and validated questionnaire was used for data collection. The collected and validated questionnaires were analyzed using frequency tables. The hypotheses was tested using Chi-square Statistical tool. The result of the findings reveals that the extent at which training and development is carried out in ikeja electric co. and eko electricity distribution company is high. The result of the findings reveals that the existing training and development in ikeja electric co. and eko electricity distribution company is very effective. The result of the findings reveals that Training and development has a positive impact on employees’ commitment in ikeja electric co. and eko electricity distribution company. The result of the findings reveals that Training and development has a positive impact on employees’ productivity in ikeja electric co. and eko electricity distribution company. Therefore, it is recommended that Human Resource Managers and supervisors should make room for some input from employees regarding their training needs to ensure selection is fair and reflective of these needs. Management should ensure that training is considered a priority as it is a major confidence booster for employees and directly improves their overall performance.

Table of Content

Chapter One:

Introduction

• 1.1 Background of the Study
• 1.2 Statement of the Problem
• 1.3 Objective of the Study
• 1.4 Research Questions
• 1.5 Research Hypothesis
• 1.6 Significance of the Study
• 1.7 Scope of the Study
• 1.8 Limitation of the Study
• 1.9 Definition of Terms
• 1.10 Organization of the Study

Chapter Two:

Review of Literature

• 2.1 Conceptual Framework
• 2.2 Theoretical Framework
• 2.3 Empirical Review

Chapter Three:

Research Methodology

• 3.1 Research Design
• 3.2 Population of the Study
• 3.3 Sample Size Determination
• 3.4 Sample Size Selection Technique and Procedure
• 3.5 Research Instrument and Administration
• 3.6 Method of Data Collection
• 3.7 Method of Data Analysis
• 3.8 Validity of the Study
• 3.9 Reliability of the Study
• 3.10 Ethical Consideration

Chapter Four:

Data Presentation and Analysis

• 4.1 Data Presentation
• 4.2 Analysis of Data
• 4.3 Answering Research Questions
• 4.4 Test of Hypotheses

Chapter Five:

Summary, Conclusion and Recommendation

• 5.1 Summary
• 5.2 Conclusion
• 5.3 Recommendation
• 5.4 Suggestion for Further Studies
• References
• APPENDIX
• QUESTIONNAIRE

Chapter One

Introduction

1.1 Background of the Study

The importance of Training and Development is obvious given the growing complexity of the work environment, the rapid change in organization and advancement in technology, among other things. Training and development helps to ensure that organizational members possess the knowledge and skill they need to perform their jobs effectively; take on new responsibilities, and adapt to changing conditions. Despite the recognition of the importance of training by management experts and government as expressed in white papers on various reforms in Nigeria, the experience of manpower training and development in the Nigerian public service has been more of ruse and waste. Until recently there has been a general resistance to investment in training in the public service because of the belief that “employee hired under a merit system must be presumed to be qualified, that there were already trained for their job, and that if this was not so, it was at fault” (Stahl, 1976).

According to Ejiofor (1987), training is indispensable to employee efficiency especially with the growth and modernization in the banking industry. He added that, they are essential for better labour utilization and planning of organizational goals.

Also, cloyd (1964) viewed that the evolution of training and development signal the wisdom of man desired toward industrial revolution couple with determination to pursue their national development. He said further that through this they invented tools, weapon, clothing and shelters to meet their standard of living. In 1957, there was sudden fallout of knowledge due to proportion of uncertainty, and absolute information which becomes invalid for human use. He concluded that training and development is an instrument for reduce deterioration and improved efficiency.
According to Cole(1997). Training was indispensable to the attainment of organizational goals because, employee who have not adequate training before assigned responsibilities lack the necessary confidence to execute its jobs. In the light of the above, this study seek to examine the impact of staff training and development on employees performance in Nigeria.

1.2 Statement of the Problem

Some organizations in Nigeria do not engage in proper training and development of its employees, resulting to low productivity and poor organizational performance. In most cases, these organizations are not fully aware of the impacts of employees training and development on the performance of their organization, and thus they do not undertake training and development exercises for their employees.

According to Cole (2002), ill trained employees will definitely be less productive, as they do not have the necessary and complete skills and knowledge to achieve maximum performance in the organization. Training of employees must be implemented in every organization that wishes to succeed, since training enhances skills, knowledge, attributes and competencies and ultimately worker performance and productivity in organizations.

1.3 Objectives of the Study

The overall aim of this study is to critically examine the effect of training and development on employee’s performance in the energy/power sector using ikeja electric co. and eko electricity distribution company as a case study. Hence, the study will be channeled to the following specific objectives;

1. Ascertain the extent at which training and development is carried out in ikeja electric co. and eko electricity distribution company.
2. Determine whether the existing training and development in ikeja electric co. and eko electricity distribution company is very effective.
3. Determine whether training and development has a positive impact on employees’ commitment in ikeja electric co. and eko electricity distribution company.
4. Determine whether training and development has a positive impact on employees’ effectiveness in ikeja electric co. and eko electricity distribution company.
5. Determine whether training and development has a positive impact on employees’ productivity in ikeja electric co. and eko electricity distribution company.

1.4 Research Questions

The following research questions were developed to guide the study:

1. To what extent is training and development is carried out ikeja electric co. and eko electricity distribution company?
2. Is the existing training and development in Nigerian bottling company is very effective in ikeja electric co. and eko electricity distribution company?
3. Does training and development have a positive impact on employees’ commitment in ikeja electric co. and eko electricity distribution company?
4. Does training and development have a positive impact on employees’ effectiveness inikeja electric co. and eko electricity distribution company?
5. Does training and development have a positive impact on employees’ productivity in ikeja electric co. and eko electricity distribution company?

1.5 Research Hypothesis

The hypotheses for the study are:

H0: There is no significant effect of staff training/development and employee’s performance in the energy/ power sector.

Ha: There is a significant effect of staff training/development and employee’s performance in the energy/ power sector.

1.6 Significance of the Study

The study will help firms understand the importance of training programs. It will also enable them structure their training programs to make them more effective in terms of helping to improve the efficiency of the workforce and lead to better performance. This also ensures the existence of a pool of skilled workforce who could be utilized for national development. Labour is a major input to the success of the company. If labour is efficient it will help improve the performance of the company. As companies perform better they are able to increase output and contribute more to the economy. They are also able to grow and hire more people thus helping to decrease the level of unemployment. As companies perform better, they are also able to compete better enabling the economy to remain vibrant.

The study will also be of great benefit to student researchers who wish to explore more into the impact training has had on the overall performance of employees in various organizations. The study will serve as a guide to these students who may further get more insights into the recommendations and findings from the study thereby, forming an empirical literature for them.

1.7 Scope of the Study

The study is limited to the effect of training and development on employee’s performance in the energy/ power sector using ikeja electric co. and eko electricity distribution company as a case study. The study will be delimited to ikeja electric co. and eko electricity distribution company.

1.8 Limitation of the Study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents.

In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed.

More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

1.9 Definition of Terms

Training:

Training could be seen as an Organizational effort aimed at helping an employee to acquire basic skills required for the efficient and effective execution of the function for which he/she is hired for.

Planning:

Is a strategy by which Organization ensures that right number of employees with the right talent/skill occupy the right position of the Organization. It is a deliberate effort put in place to attain a target goal.

Efficiency:

This refers to an input-output relationship that is maximum work achieved for a minimum time or result. It is a notion of ‘Optimization’ whereby maximum satisfaction is obtained for a given out lay of resources.

Effectiveness:

This is referred to how frequently and perfectly human or machine are able to carry out a task leading to a required output that always resulted to an Organizational efficiency. Effectiveness is therefore a means to an end”.

Organization:

This is referred to as two (2) or more people working together in a co-ordinated manner to attain group results.

Performance:

The accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed. In a contract, performance is deemed to be the fulfillment of an obligation, in a manner that releases the performer from all liabilities under the contract.

Productivity:

Productivity is the ratio of output to inputs in production; it is an average measure of the efficiency of production. Efficiency of production means production’s capability to create incomes which is measured by the formula real output value minus real input value.

Output:

Output is the term denoting either an exit or changes which exit a system and which activate/modify a process. It is an abstract concept, used in the modeling, system(s) design and system(s) exploitation.

Employee:

An employee is anyone who has agreed to be employed, under a contract of service, to work for some form of payment. This can include wages, salary, commission and piece rates.

Workshop:

A gathering of small group of individuals for academic conference or job training.

1.10 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, Conclusions and Recommendations:

5.1 Introduction

This chapter summarizes the findings on the effect of training and development on employee’s performance in the energy/ power sector using Ikeja electric co. and Ekoelectricity distribution company as a case study. The chapter consists of summary of the study, conclusions, and recommendations.

5.2 Summary of the Study

In this study, our focus was on the effect of training and development on employee’s performance in the energy/ power sector using Ikeja electric co. and Eko electricity distribution company as a case study. The study is was specifically carried out to determine whether training and development has a positive impact on employees’ job effectiveness in Ikeja electric co. and Eko electricity distribution company, determine whether training and development has a positive impact on employees’ productivity in ikeja electric co. and eko electricity distribution company, find out if effective training and development is carried out in Ikeja electric co. and Eko electricity distribution company, and ascertain whether training and development has a positive impact on employees’ commitment in Ikeja electric co. and Eko electricity distribution company.

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 were staff of Ikeja electric co. and Eko electricity distribution company.

5.3 Conclusions

Based on the findings of this study, the researcher concluded that;

1. The extent at which training and development is carried out in ikeja electric co. and eko electricity distribution company is high.
2. The existing training and development in ikeja electric co. and eko electricity distribution company is very effective.
3. Training and development has a positive impact on employees’ commitment in ikeja electric co. and eko electricity distribution company.
4. Training and development has a positive impact on employees’ effectiveness in ikeja electric co. and eko electricity distribution company.
5. Training and development has a positive impact on employees’ productivity in ikeja electric co. and eko electricity distribution company.

5.4 Recommendation

Based on the responses obtained, the researcher proffers the following recommendations:

1. Human Resource Managers and supervisors should make room for some input from employees regarding their training needs to ensure selection is fair and reflective of these needs.
2. Stakeholders should ensure effective training design to enhance the status and self-fulfillment needs of the employees.
3. Organizations and their training partners should adopt effective training delivery styles to ensure participants of training programs maximize the opportunity and contribute significantly to driving performance, growth, and competitiveness on the regional and global market.
4. Management should ensure that training is considered a priority as it is a major confidence booster for employees and directly improves their overall performance.

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