CHAPTER ONE
1.0 BACKGROUND OF THE STUDY
The need for training and development in an organization is of paramount importat’1.ce since training and development are at the heart of employee utilization, productivity, commitment, motivation and growth.
Employee – development and training is part of the personnel manager’s functions. The major reason for training and training in skills is to bring the competencies of individuals up to desired standards for present or potential assignments. Most organization or firms are ‘having training programmes for their employees for which they employ modern techniques (Fanibuyan, 2001).
Hence, training could be defined as the systematic process of altering the behaviour and or attitudes of employees in a direction to increase organizational goal achievement or is an effort by the employer to provide opportunities for’ the employee to acquire job – related skills attitudes and knowledge (Banjoko, 2000).
Management development programmes are generally aimed at educating supervision, employees above’ and beyond the immediate technical requirements of the job and has a main objective of the improvement of the effective performance of all managers.
The role of the management in staff training is based on the premise that human resources are the most dynamic staff of the resources of every organization. It needs considerable attention from the organization, it they are to realize full potentials in their work. Staff is crucial but expensive
In order to sustain economic ‘and effective performance, it is importance to optimize the contribution of employees to’ the aims and goals of the organization; training should be viewed therefore as an integral part of the process of total quality management.
Training and development also improves productivity of the individual and organization concerned and also contributes to manpower development of the nation. Training is also seen as a motivator, which propels individual worker to satisfy basic drives, affiliation and the need for achievement, which in order worlds indicates the desire for productivity.
Training can be an instrument of change, if an organization accepts the search for greater efficiency as a never ending one and strives to adapt to change, the environment in which the organization works is continually changing. These changes result from many factors – new orientation on policy and tempo of work by a new administration, adverse trends in economic situation, change in political climate and the lost of other changes.
In a nut shell, manpower training and development deals with taking stock of the present manpower of the organization and forecasting against the future need of manpower of. the organization. The process involves making plans for analysis for recruitment, discharge, transfer, leaves and promotion.
1.2 STATEMENT OF THE PROBLEM
Most African counties of which Nigeria is one, have been experiencing economic recession for over a decade now.’ This situation has made supply of labour to exceed demand for it. Hence, most organization tend not to embark on training programmes for workers with the belief that they could easily get a replacement from any worker that does not meet up to the set standard.
Among problems that could emanate from such act are: low productivity of workers, low quality output, increased wastage, low profitability, low pre-capital income, absenteeism, and general survival of the firm and the estate in their highly dynamic Nigeria business environment. Most organizations have not lived up to the expectation in the area of human resource and training and development. This then underscores the need for a closer look at the· manpower training and development activities of United Bank for Africa (UBA), with view to evaluating its effectiveness.
