IMPACT OF MANPOWER TRAINING ON ORGANIZATIONAL PERFORMANCE A CASE STUDY OF ENI STORES

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ABSTRACT

A survey research design was used in this study. The survey method was ideal for this study since it allowed for the investigation of possible correlations between variables as well as data collection from a broader category and variable comparisons. Twenty-five employees from Eni Stores took part in the study.

Because all of the employees were sampled for data collection, the sample size was 25. The data was gathered via a questionnaire. The data analysis included the use of frequencies, means, percentages, analysis of variance, and bivariate analysis in the form of cross tabulations. The findings were presented using tables and figures.

In general, training enhances employee performance in change processes, according to a study on the influence of manpower training and development as a strategy for increasing employee performance.

The study discovered that using manpower training and development to improve employee performance increases employee motivation by providing for internal employee acknowledgment. Similarly, training at Eni stores ties employees to the organization’s goals. Training, on the other hand, increases the leadership qualities of the organization’s leaders. Finally, training encourages individuals to do their best at work.

INTRODUCTION

1.1 Background to the Study  

Any organization’s capacity to develop its people resources to be creative and inventive, which will always improve performance and boost competitive advantage, is critical to its survival in a competitive society.

Organizations nowadays work in a complicated and dynamic environment that both helps and hinders their growth and expansion. Organizations must develop and train their staff to cope with the changing environment and technological innovation. Furthermore, each organization’s longevity is determined by the quality of its people resources. Training may also be used by a company to try to correct personnel flaws. Effective training may often result in productivity benefits that more than compensate for the expense of the training. Training is especially vital in areas where technology is continually evolving. Changes in skills, knowledge, attitude, and/or social conduct are all part of human resource training (Ahmad & Din, 2019).

Manpower training and development must be based on a need analysis that compares “actual performance” and behavior to “needed performance” and conduct. Manpower training and development is one of the most important ways that businesses invest in their employees in order to get a better return today and in the future.

Organizations are facing increased competition as a result of globalization, technological changes, political and economic environments (Evans, Pucik & Barsoux 2002, 32), prompting these organizations to train their employees as one of the ways to prepare them to adjust to the aforementioned increases and thus improve their performance. It is critical not to overlook the evidence of knowledge expansion in the business sector during the previous ten years. This expansion has been fueled not just by technological advancements and a mix of production variables, but also by greater efforts to build organizational human resources.

Training is important to the success of every modern business; in order to compete effectively, companies must train their employees how to meet long-term sustainability criteria. Low performance, poor coordination, increased labor turnover, insufficient manpower, a small capital base, a loss of market share, and an inability to meet the technological and informational demands of the business environment are all issues that organizations that do not train or train insufficiently face.

In order to keep talented, experienced, and competent employees in a company, effective training and development must be provided. Because of the power sector’s present dynamic nature, a well-thought-out plan for improving quality, customer service, productivity, and innovation through skills development initiatives is required. Electronic fraud, poor performance, and mergers and acquisitions have all been recent issues in the electricity business, resulting in the firing of certain employees. These issues underscore the sector’s crucial need for highly competent organization staff capable of handling today’s difficulties; as a result, employees must be trained and retrained to function successfully.

Most employers have complained about the inefficiency of some employees in Nigerian businesses, albeit this inefficiency might be ascribed to their lack of required skills and abilities. During the recruiting process, nepotism, godfatherism, and favoritism have negative consequences on production (Iwuoha, 2009). As a result, employees who have been hired without following proper procedures find it extremely difficult to keep up with the ever-changing technological business environment. The study’s problem is to determine what type of training employees should receive in order to keep up with the demands of the ever-changing business world.

The organization’s primary challenge is retaining and maintaining leadership positions during the course of its life, necessitating the implementation of a training strategy that will increase service quality. The issue also stems from the fact that the organization has yet to evolve its training and development philosophy, which implies that quality training requires management, employee commitment, and teamwork, as well as insufficient training funding, failure to engage credible professional trainers, and failure to adequately brief trainers on the organization’s specific trends. The organization’s management should be able to spend a significant amount of money on staff training and development, as well as hiring experienced individuals, in order to achieve the organization’s goals.