ABSTRACT
The purpose of this study is for organization to know the effects (benefits) of training and development on employees’ productivity especially with regards to the milling process (Production Department) of Flour Mills of Nigerian Plc. Since contemporary/ modern business is highly dynamic, change(s) becomes inevitable and the only way to introduce and cope with these changes remains through structured training and development programme.
This work is aimed at solving the problems of increasing demand for Flour in the baking industry, both now and in the nearest future.
Relevant literatures were reviewed, research question were posed and tentative statements were tested with mathematical instrument of Chi-Square.
More weight is thrown behind the fact, that good-training programmes is beneficial to the organization and individual employee, such that training should not be seen as a mere waste of resources. It is of my belief that, organizations engaged in training schemes for their personnel, yield high divided on productivity, quality and experienced workforce to face a highly volatile business environment as seen in developing economics like ours.
This research work is of the assertion that:-
– Training opportunities provide brighter prospects for promotion of employee, boost their morale and reduces labour turnover.
– Differences in job status do not contrast in workers’ opinion on the effectiveness of training and development programmes.
– Training will sufficiently account for improved quality of product higher productivity in the milling process of Flour Mills Nigeria Plc to,
– Further meet the taste and demand of its customers.
This study indicates that a lot of benefits could be derived from proper training and development programme.
CHAPTER ONE
INTRODUCTION
1.1 GENERAL OVERVIEW
Origination effectiveness is a function of number of variables; the most significant is the quality of the human resources. The process of ensuring that the required human resources are constantly and appropriately provided for in an organization is known as Human resources management (HRM).
Human Resources Management entails a number of interdependent activities such as Manpower planning, Job analysis, Recruitment and selection criteria, Job placement and re-orientation, Compensation Management, Training and Manpower Development etc.
The cardinal aim of these activities is to improve and maintain quality manpower, through formal and informal systems of behvaioural change process which ensure that necessary skills, knowledge, and attitude to function effectively and efficiently are acquired by these human capital of the organization. These skills are usually acquired through well structured Training and Development Pogramme.
Unfortunately, most Training and Development programmes usually fail to bring about attitudinal change because often times, Training and Development are not effectively linked with manpower planning nor accepted as a legitimate management activity. It usually considered a responsibility of outsourced training and development specialist.
Employers commitment to employees training needs is limited and Management development is often characterized with a “sink o swim”philosophy. Nigerian Management still relies on sending Mangers on courses rather than ensuring and encouraging self-development.
Training consists of planned programmes designed to improve Employees knowledge, skills and attitude toward a job.
According to French (1974), “Training is the process of acquiring basic skills needed for immediate or relatively narrow application” Byars and Rue (1979) opined that “Training involves the process of developing skills, learning new concepts, rules or attitudes to increase the effectiveness of doing a particular job. It focuses on capacity building, knowledge, skill and attitude of organizational members, so that they will be prepared to taken up new responsibilities and challenges.
Obisi (1996), asserted that “training is not one short activity, it is and should be a continuous one for individuals and organizational development.
Development on the other hand is a long-term programme, designed to meet anticipated changes.
Lawal (1999) differentiated training form development on the basis of when? What? And who?
· Development is long-term and more embracing process than Training –when?
· In most cases, Training focuses on provision of technical skill while development aims at adding to the skills of the worker, imposing general knowledge and altering attitudes-what?
