Effect Of Training And Human Capital Development On Staff Performance

Project and Seminar Material for Human Resource Management (HRM)

Effect Of Training And Human Capital Development On Staff Performance


Abstract


This study examines the impact of Training and human capital development on effective performance of workers in Yaba Local Government Area. A study of the First bank Plc, it becomes imperative because of the poor selection of personnel’s, lack of proper assessment and evaluation of employee’s performance in the organization and the need to tackle the problems for efficient and effective performance.

The findings discovers that majority of the staff of Yaba Local Government Area understood what Training and Development meant; believed that Training programmes have paramount increase effect on their skills in some particular jobs as well as having a positive contribution to the economic wellbeing of the organization.

It is recommended that the importance of training and development is a vital and very indispensable tool in achieving an organizational efficiency and effectiveness. At this vantage point, it is necessary to embrace training and development concept to achieve effectiveness and efficiency in every organization to match with the current technological change and sophistications in the world.


Chapter One


Introduction

1.1 Background of Study

Training and development of staff have become a major pre- occupation in modern objective of growth and profitability. And to achieve this basic objective meant that management as well as staff must improve their input into the organization. This is because; the performance of an organization is a function of the collective performance of workers. This alone implies that the success of an organization depends on who work to objective that is the presence of qualified manpower.

The internal and external environment of any business and non business organization, are very dynamic.
They change as time changes. For instance, there have been changes in the ways of doing things in Organizations over the years. These changes could be accounted for by advancement in science and technology, intensified patterns of completion quest for competitive advantages brought about by closer customer relationship, devolved decision-making, qualify improvement of product and services to mention just a few. This dynamic nature of organization’s environment triggered the thought of improvement in the performance of employees, to attain lofty height, our weight competitors by providing quality goods and services. In an attempt to remedy qualified staff as well as retain high caliber employees and develop a more flexible adaptable skill base to cope with the volatile market is therefore important.

Training and development enhances this as they are organizational efforts aimed at helping on employee acquire basic skills required for efficient execution of the functions for which they are hired.

One would add that, training and development are set of activities whereby practitioners, managers or would be managers, are assisted in improving their individual competence and performance as well as the organization’s environment with the ultimate goal of raising the standard of performance. It therefore follows, that employee training and development are the heart of employee utilization, production, productivity commitment and motivation and growth. An organization may have employee that determined with appropriate equipment and managerial support, yet employee’s performance fall below expected standards. The missing factor in many cases is lack of adequate skills and knowledge, which are acquired through training and development. It is therefore important that the need for training and development be identified and provided for. It is an indispensable part of performance of employees, to attain lofty height, our weight competitors by providing quality goods and services. In an attempt to remedy qualified staff as well as retain high caliber employees and develop a more flexible adaptable skill base to cope with the volatile market is therefore important.

Training and development enhances this as they are organizational efforts aimed at helping on employee acquire basic skills required for efficient execution of the functions for which they are hired. One would add that, training and development are set of activities whereby practitioners, managers or would be managers, are assisted in improving their individual competence and performance as well as the organization’s environment with the ultimate goal of raising the standard of performance. It therefore follows, that employee training and development are the heart of employee utilization, production, productivity commitment and motivation and growth. An organization may have employee that determined with appropriate equipment and managerial support, yet employee’s performance fall below expected standards.

The missing factor in many cases is lack of adequate skills and knowledge, which are acquired through training and development. It is therefore important that the need for training and development be identified and provided for. It is an indispensable part of management function relating to operational and efficiency and effectiveness. This is because an organization, which puts great emphasis on the employee’s training and development, is directly planning for its survival and steady growth. Experts have asserted that the most important and most costly resources of any organization is the human resources and costly recourses and such as is expected human resources contributed effectively to organizational objective by improved performance. Update skills and knowledge are necessary for this improved performance, the need for employee training and development could therefore be deduced from this assertion. This need is thus an inspiration is of this study


1.2 Statements of the Problem

The main problem of this research project is the effect of training, and human capital development as a means of improving staff performance. Experience has shown that most staff in organization undergoes training and yet fails to perform to expected standard set by the company. In other situation, most staff that are trained are greeted with an entirely difference environment in real work situation. Also basic facilities required for the effective performance of staff after training, is lacking in most companies. Other training in content is quality but really does not match the training need for the trainee, which makes the training objectives not successful. More so, they have been cases of sending wrong staff to undergo training, such people find it very difficult to cope with the training exercise. All these are addition problem to be solved in the course of this study.

The problem of this study therefore, is to analyze the inherent disadvantages that has followed this lack of in –service training of personnel and proper solutions that if religiously adopted, would enhance employee effectiveness, world capacity output as well as place the country among the community of industrialized nations with adequate trained wealth personnel for the improvement of health service generally. In-service training have become a “sin qua non” for higher productivity.

To carry out this research, the researcher posed the following research questions:

  1. How often does Yaba local government commission conducted in-services training programmes for her workers?
  2. Does Yaba local government have staff training programmes?
  3. Has staff on in-services training any contribution to the development of local government?
  4. How adequate is the existing training programmes of Yaba local government.

1.3 Objective of the Study:

The objective of the study is to:

  1. Ascertain the extent to which Yaba local government commission organize in-services training and development programme for its workers.
  2. Examine the extent- to which the in-service and development programmes organized by Yaba local government commission have positively influence higher productivity.
  3. Identify the hindrances to effective training generally and Yaba local government in particular; and
  4. Determine the extent of damage done by inadequate manpower training in local government.

1.4 Significance of the Study

This research work will help the local government any organization as well as individuals in assessing the effect of training and development on employee productivity.

The research finding would also helps policy marker and management consultants to adopt adequate strategies in employee training and development.

It will help the Yaba local government in general and local government commission in particular to appreciate the importance of training and development to employee productivity. The study will guide the goods government of Yaba to identify areas of training needs to improve workers productivity.

Finally, the work would highlight the effect of training and development on employee productivity to the administrators of various ministries in the local government who do not give service attention on training and development of employee.


1.5 Scope of the Study

The researcher is aware of the existence of other agencies that train employee in Nigeria. It is outside the focus of this study to research other agencies. The main focus of this study if find out the impact of in-service training and development of employee in Yaba local government commission. The interest of the study is relevance to training and development, the extent of achievement and the extent to which these have helped to improve employee productivity.

The geographical coverage of the study is Yaba local government commission. The local government is located south east of the country. The study will focus on the activities of in-service training and development in the commission. The effect of training needs in other ministries or agencies in Yaba local government and other local government in federation can only be alluded to as a way of using such impacts to classify what happens in Yaba local government. However, such performances in other part of the state will not in themselves constitute subject for study.


1.7 Hypotheses

Hypothesis 1.
  • H0: There has not been a significant effect of training and development on employee’s productivity.
  • Hi: There has been a significant effect of training and development on employee’s productivity.
Hypothesis 2
  • H0: There has not been improvement of training and development in on employee’s productivity.
  • Hi: There has been improvement of training and development in on employee’s productivity.
Hypothesis 3
  • Hi: Staff training in Yaba local government exist as a matter of government polices.
Hypothesis 4
  • H0: Lack of in-services training has adversely affected the job performance of workers in Yaba local government.
Hypothesis 5
  • H0: Insufficient budgetary allocations have militated against government training programmes in Yaba local government.
Hypothesis 6
  • H0: Political influence affect staff training in Yaba local government.
Hypothesis 7
  • H0: Ethnic or geographical location affect staff training in Yaba local government.
Hypothesis 8
  • H0: On –the- job training is the most popular training programme in the Yaba local government.

1.8 Definition of Terms

It has become necessary to define certain concepts, term and acronyms used in this project in order to gained ear audience on what we used these terms for in this project. Local government: A local government is a system of subordinate government made up of elected representative of people which has territorially defined constituency, corporate personality, power and functions to exercise in their locality.

In-service training is education for employee to help them develop their skills in a specific discipline or occupation. In-service training take place after an individual begins work responsibilities.

Job performance is how the employee is carrying out its job and ability to operate efficiently in relation to consider how successful it is.

Employee: Is a person who works for somebody or company in return for wages.


Chapter Five


Summary of Findings, Conclusion and Recommendations

5.1 Introduction

This chapter presents the summary of findings and policy recommendations followed by the conclusion. With the last section of the chapter containing suggestion for further studies. The study was conducted in Yaba Local Government Area.


5.2 Summary

The research had attempted to look at the impact of Training and Development of job enhancement in the accomplishment of organizational objectives. The research problems were identified, the problems defined, research questions raised, significance of study stated and lastly some terms were defined.

The second chapter is where the researcher tried to review various literature relating to the research topic. He also looked at various theorists in terms of their contributions to the topic under study, that is, Training Development. It also highlighted the procedural approach and the assessment of training at different levels.

The various ways by which training needs could be identified were also discussed. The literature review also delved into describing the various methods of training for different sets of individuals where some concepts like case study, internship, conference, Job Rotation, Apprenticeship, Vestibule Audio Visual etc. were used, while also stating the factors that determine the use of each of the methods and their various limitations.

The importance of Training and Development programmes were stated.

The chapter three of the study offered explanation as to the methodology and the data collection technique, sampling technique employed, sample size and the method of data analysis.

Chapter four presented and discussed the data of the study at which it was conducted and lastly the contribution of organizational objectives.

The result of the research indicated many discoveries. The major findings are summarized as follows:

Majority of the staff of Yaba Local Government Area understood what Training and Development meant; believed that Training programmes have been able to increase their skills on a particular job as well as having a positive contribution to the economic wellbeing of the. Organization.

This however may not be unconnected with one form of the training or the other that they have attended.
It was also discovered that a little have average in the number of respondents answered that their training needs had been met: This goes to state that frantic efforts must be made to identify training needs. It was also discovered that the organization does not somewhat value training and when it was probed further the following were revealed.

  1. The organization is miserly spending on training development programmes and when it does it’s usually used to cover up uninsured expenditure.
  2. Training is not carried out in good spirit.
  3. Training needs are not properly identified
  4. Training at times are not conducted in line with employee’s jobs.
  5. It was also discovered that some inadequacies existed in the following areas;
  6. The timing and duration of training
  7. Venues or environments for training
  8. Resource persons

The above goes to confirm the earlier claim that the organization does not spend much money on training and development. As earlier pointed that frantic efforts should be made to identify training needs, this was also buttressed in the frequency of training where a little above average in the number of respondents answered training should be conducted when the training need arises.

The study also pinpointed the fact that majority of the staff were not made to assume higher responsibilities. However, this should not be so, they should be given higher tasks to really practicalise what they have learnt


5.3 Conclusion

Manpower training and development is necessary for all categories of workers in an organization. This corroborates the finding by Onah (1988) who pointed out that “it is the systematic and continuous development of knowledge, skills and attitudes which could prove beneficial both to the organization and to the individual in achieving the objectives of the organization.

This would lead to organizational growth and efficiency. As stressed by a handful number of respondents, there is need for improvement in the training facilities i.e. quality knowledge and credible resource persons or consultants should be called upon, who have the potentials to deliver, who have the potentials to deliver, who have the necessary training materials and the provision of a very conductive environment for training and development From the employees’ perspective, the practice of training a worker on his current task may not really yield maximum return to the organization. Rather the employees prefer to be trained in preparation for tasks. They argued that having been on the job for some time, there is nothing new to be learnt again, i.e. to them it is a duplication of effort.

While to the management on the contrary argued that employee are sent on training to perfect what they might have learnt through on the job training, they received from their colleagues, who were formerly performing their present task. In other words, rather than train an employee on what he has no idea of, it is better to try and improve his knowledge on what he is doing presently. With this work, the researcher hopes that some light has been shed on the issue of manpower training and development as it enhances workers’ productivity.


5.4 Recommendations

Traditionally, the value of training and development has been accepted implicitly. Information gathered from this study also shows that investment in human resource capital generally pays off. In order to justify the organizations expenses on training programmes, the following recommendations may be considered. The first recommendation as asserted by Fenn (1986) who pointed out that “manpower Training and Development as a process in an organization which must reflect or show a reflection of skills, potential, training and development. Person who expects to rise in the organization must therefore seek development opportunities. Further training and development may involve rotation through a variety of jobs and through organization, all of which imply change.

The second is that, management should recognize the important role of training and development in any formal organization, to this end, basic training materials especially audio visual aids, should be acquired to make training more effective.

Trainers should be adequately motivated. This will attract competent and quantified staff to training and development department. The third recommendation is that manpower training and development is time consuming as well as financially and emotionally draining, the expected reward far outweighs the immediate cost, thus the management should give some room for the effect of the training to materialize and not immediately.

Furthermore, another is the one listed by variable that;

  1. In an organization where customer’s goodwill and quality of goods and services rendered by employees count heavily, as training brings direct financial gain.
  2. Job safety can be promoted by training and development.
  3. Manpower training and development is intimately linked to the delegation of job.

Again, the management should allow supervisors to give the employees reasonable freedom of action on the job so as to practicalise what they have actually learnt during training and in other cases make them assume higher responsibilities.

In addition, since improved job performance is crucial to the growth and survival of any organization, it follows that individual employees, job need be acquired through appropriate and well-designed training programmes. For this programmes to be effective, it should be conducted whenever the need arises inferring from the data gathered, management should also provide the resources necessary for the programme and its implementation.

Management should ensure that workers are motivated during training and rewarded after training. It should also set expected standard as to what is expected from workers undergoing training, suggestions of employees should be considered by management.

Finally the management should allow the subordinate to give suggestion and their suggestions should put into consideration.

It should be noted that if all these recommendations are adhered to there will be a greater productivity, no absenteeism, no workers’ unrest, and low labour turnover will be experienced in the organization. With this work, the research hopes he had shed more light on the issue of manpower training and development as it enhances workers’ productivity. However because research is a continuous process, no study could be exhaustive.
Further studies on the assessment should shed more light on the intricacies of the assessment.


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