The Effectiveness Of Training And Development On Employees Performance

Project and Seminar Material for Industrial Relations and Personnel Management

The Effectiveness Of Training And Development On Employees Performance


Abstract


The survival of every organization depends on the acquired and developed knowledge skills and experience of their employee. The employees are expected to develop along with the contemporary and anticipated changes in the organization and in response to rapidly growing competition in the corporate world. The essence of this project is to know how training and development can affect employee’s performance. The methodology used is questionnaire and personal interview. The chi-square method was used to test the research hypothesis. From the findings it is seen that there is a strong relationship between training and development on employee’s performance consequently it is recommended that organizations should regularly organize training / developmental programme as this in turn will enhance their performance and of course increase in productivity.


Chapter One


Introduction

1.0 Background To The Study

The survival of every organization depends on the acquired and developed knowledge, skills and experience of their employee. The employees are expected to develop along with the contemporary and anticipated changes in the organization and in response to rapidly growing competition in the corporate world.

Having realized the fact that Personnel selection alone cannot ensure productivity, it is mandatory for staff to develop with other development in the organization, and hence the need for training (caves 1995) and methods that can easily be applied to carry out jobs and achieve organizational goals. Going by the contribution of Drucker (1987) effective managers are those who get the right things done at the right time.

Effectiveness in this sense does not relate to the level of intelligent or the level of education but flows from systematic and continuous training and manpower development. While intelligence, imagination and knowledge are essential factors; effectiveness only converts them into results brought about to continuous and systematic training and development to ensure proficiency of a present job enhancement on a new job.

The training and development of employees is an issue that has to be faced by every organization. The amount and quality of training carried out varies enormously from one organization to another. Many organizations meet their training needs in an adhoc and haphazard way. The training in these organizations is more or less unplanned and unsystematic. Other organizations like the one in question set about identifying their training needs then design training activities in rational manner and finally assess the result of training and development of their employees.


1.1 Statement Of Problem

Training helps the workers to bridge the gap or deficiency between the skills required for the job and those actually possessed by the staff. This is the fit of alignment view of training and development.

However, the following problems will be considered in the course of this project. How if training needs are identified.

  1. Are employees effectively utilized after the training and development programmes.
  2. What are those training and development programmes required to perform relevant jobs or tasks.
  3. The training and development expenses incurred by an organization to achieve the desired training objectives.
  4. The performance of employees on the job after the training and development been conducted.

1.2 Research Objectives

The objectives of this study are:

  1. To find out various training and development practice in
  2. To find out to what extent training and development motivate workers.
  3. To identify the level/impact of training and development on employees performance
  4. To find out how Organization can improve employee’s performance beyond training and development.

1.3 Research Question

  1. To evaluate the effect of training and manpower development on organizational performance in Chellarams Plc.
  2. To determine the relationship between the performance of employees before and after the training.
  3. To examine the extent to which manpower, training and development has contributed to high quality performance of the organization.
  4. To examine the extent to which manpower training and development have contributed to organizational level of turnover.

1.4 Research Of Hypotheses

For the purpose of this study, the following assumption would be tested under which the investigator would then attempt to examine the degree of relationship between the assumption and what is really obtainable out of the findings. This study is generally aim at ascertaining what is true or not.

  1. Ho; That method used to determine training needs are not effective enough thereby have negative effect on the organizational ability to its objectives.
    Hi; That the methods used to determines the training needs are effective enough thereby contribute positive effect on th~ organization ability to achieve its objective.
  2. Ho; That employees’ performances in the job after training and development programme is not directly related to the effectiveness of the organization objectives.
    Hi; That employees’ performances on the job after training and development programme is directly related to the effectiveness of the organization objective.

1.5 Significance Of Study

The need for training and development of manpower cannot be over emphasized. This study will be of benefit to managers, management practitioners, consultants and organizational researchers as its finding will help them in making the necessary contributions towards staff training and development and how many organization spends a great deal of time and money on training and development of their employees.

However, the management of some companies is often worried about the effectiveness of such training and development programmes in terms of contents, methods, usefulness and desired result.

Training and development of employee is very relevant to an organization since it may increase the chances of trained employee staying within an employer for consideration period. In other words training and development may prevent high rate of workers turnover and encourage employees to stay with an employer for appreciable period.

Secondly, there are chances of presentation of industries folding up if they have competent and well-trained staff delivering improved and better services in line with the organization objectives and goals. These will in turn enable locally made product and services to complete favourable with foreign product and services. A better “home-made” or indigenous product will encourage our people from demanding for exotic goods, thus saving a lot of the much needed foreign exchange for the nation.

Finally, the result of this research will be useful in that, it will provide information on what methods or techniques to adopt so as to enhance greater productivity through training and development programme.


1.6 Scope Of Study

This study is carried out between both junior and senior cadres in the various departments within the organization i.e, (chellarams Plc) in other to balance the response obtained and to see their different perception of training and development programmes which will centre on whose expectations and feeling about the organizations training and development programmes.


1.7 Definition Of Terms

For the purpose of this research, the following terms are conceptually defined.

Development:

Any learning activity which is directed towards future rather than present needs, and which is concerned more with career growth than immediate performance.

Education:

Any long term learning activity aimed at preparing individuals for variety of roles in the society, as citizens, workers and member of family groups.

Labour Turnover:

Movement of people into and out of the firm.

Performance Appraisal:

This is the formed structured system of measuring and evaluating an employee’s job related bahaviours and outcome to discover how and why the employees can perform more effectively in the future so that employee’s, for the organization and society will all benefit.

Performance Standard:

A written statement of conditions that will exist if “acceptance” job is being done.

Productivity:

An activity that yields result or outcome, it is also refer to the maximum output, which a worker can render to his employer.

Techniques:

This is a method by which training and development is being carried out.

Training:

Any learning activity which is directed towards the acquisition of specific knowledge and skill for the purpose of an occupation or task.

Training Need:

Any short fall in employee’s performance which is remedied by appropriate training.


1.8 Organization Of Work

For easy understanding and comprehension of this study, the study is divided into five chapters.

  • Chapter one shall include background of the study, statement of the problem, purpose of the study, significance of the study, research questions, scope of the study and limitations of the study.
  • Chapter two contains review of literature, meaning and definition of training and development, types of training responsibilities, training and development, types of training responsibilities, training and development needs, evaluation of training condition requiring training, and benefits of training and development.
  • Chapter three covers the history of chellarams Plc, research design, method of data collection, research instrument used, validity/reliability of instrument used and data analysis procedures.
  • Chapter four covers data presentation, analysis and discussion of findings

Chapter Five


Summary, Conclusions And Recommendations

5.1 Introduction

This chapter gives a summary of the study with conclusions based upon the results of the study and recommendations for the way forward.


5.2 Summary of Findings

This research examined the effect of training and development on employees’ performance, motivation, retention and morale, a case of chellarams Plc. The research had the objectives to find out how training and development of employees contribute to the achievement of the goals of the organization. Again it found out whether there were organizational issues that constrain training and development in the organization. Further more it investigated how training and development needs of employees were determined.

To achieve these objectives a sample of 50 senior staff were selected and questionnaire were administered. This was further supported with an interview of the rector, registrar and finance officer of the organization. The study revealed the following interesting findings:

Firstly total respondents representing 100% indicated that training and development contributed to achieving effectiveness and efficiency of chellarams Plc goals. Additionally this same percentage mentioned that training and development has traditionally been used to ensure that, the right person is in the right job at the right time. Again the total respondents representing 100% said that there were organizational issues constraining training and development at chellarams Plc.

Further more, 60% of the sampled employees admitted that, impact of training on their work performance was excellent. They indicated also that, training content was relevant to achieving their personal needs, goals and self development. Below are the summary of findings it emised:

  1. A large number (60%) of the sampled employees admitted that impact of training on their work performance was excellent.
  2. The study also revealed the training content was relevant to achieving their personal needs, goals and self development.
  3. Total respondents representing 100% all indicated that training and development contributed to achieving effectiveness and efficiency of chellarams Plc goals.
  4. Regarding analysis on the organizational issues constraining training and development at chellarams Plc, total respondents representing 100% indicated that there were organizational issues constraining training and development at A Poly.
  5. The research also revealed that 40% indicated that the lack of top management support for the training and development at chellarams Plc was the main organizational issue, 20% said employees failure to understand the training needs of chellarams Plc whilst 10% said inability to gain the understanding and acceptance of employees.
  6. A large percentage (50%) of the respondents mentioned a development strategy and system that grows the technical, core and leadership competencies which accelerate chellarams Plc’s performance was the current training and development strategy which has influenced the achievement of chellarams Plc goals.
  7. All the 50 respondents representing 100% mentioned that that training and development has traditionally been used to ensure that the right person is in the right job at the right time.

5.3 Conclusions

Based on the results of the study, it became clear that training and development strategy was a haphazardly carried out activity at chellarams Plc. Although the respondents were aware of the various aspects of training and development, there was no strategic framework in place as the basis for an operational plan for the training and development strategy even though all respondents indicated that training and development was part of the strategic business plan process of chellarams Plc.

Furthermore, it can be concluded that clear human resource management in general, and training and development in particular at chellarams Plc, should become more closely tied to the needs and strategies of chellarams Plc. As this occurs, training and development at chellarams Plc will be the thread that ties together all other activities and integrates these with the rest of the departments.

It became clear from respondents that the major organizational issue constraining training and development at chellarams Plc was lack of top management support for the training and development programs. Therefore chellarams Plc in its attempt to enhance employee performance, motivation, retention, and morale competition must endeavour to ensure effective training and development strategies across all departments.


5.4 Recommendations

Based on the findings and conclusions, the following recommendations are outlined for addressing challenges identified as well as ways of improving training and development at chellarams Plc:

  1. Training and development should be seen not only as the thread that ties together all human resource practices, but also as the instrument for establishing and signalling when and how work practices should change. In other words, employees of chellarams Plc should take on the role of organizational change agents (Beer & Walton, 1987). To be effective in this role, the HR manager will need to create a framework for making HR decisions based on chellarams Plc vision and strategic plan.
  2. In order to position chellarams Plc for success, management must empower departments in the various branches to engage in training and development.
  3. Some key examples of how departments can plan for the future training and development must be outlined in a document and should be used to help mitigate any negative impacts as a result of demographics, chellarams Plcs priorities and competency requirements. The documents can also help ensure that chellarams Plc departments have what they need to get the job done, and that there is efficient matching of skills and competencies to departmental tasks, requirements and outcomes.
  4. To better compete in the global market, chellarams Plc will need to create and implement corporate strategies to promote itself as a “preferred employer” – investing in progressive HR policies and programs with the goal of building a high-performing organization of engaged people, and fostering and creating a work environment where people want to work, not where they have to work.
  5. Retention and attraction in today’s changing labour market requires chellarams Plc to look at the key drivers that are important to it and potential employees. Examples of these include offering employees:
    • Diversified and Challenging Work
    • An Attractive Compensation Package (not just salary)
    • Advancement Opportunities
    • Access to Continuous Learning
    • Opportunities for Personal and Professional Growth

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