ABSTRACT
Staff induction and training programmes have become indispensable tools in sharpening the skills, knowledge and attitude of employees to make them contribute effectively towards the attainment of organizational goals.
Training is beneficial to all parties to it. Management uses it to boost the overall productivity and efficiency of their organization. Trainees achieve personal growth and development, as well as other benefits from training. On the otherside, trainer gain greater knowledge and experience by participating in training.
With respect to the foregoing, this study is undertaken with the aim to evaluate training programes as means of improving workers efficiency among establishments.
The work s comprised of three chapters. Introduction occupies chapter one, which also contains the background of the subject matter, problems associated with the subject matter, problems that the study will be concerned with, and the importance of the studying the area.
CHAPTER ONE
1.0 INTRODUCTION
The phenomenon of staff recruitment, induction and training is not uncommon in human resource management. At the recruitment of new staff, training programmes are usually commenced to equip them on their job responsibilities and to make them fit for specific positions or activities.
Most human resource managers are of the opinion and view that staff training is a veritable tool to improve the efficiency of the workers, which in turn will boost the productivity of the organization.
It is against this drop of assumption that this work is set to bring out the facts for the acceptability or otherwise of the claim, so as to justify or condem the huge sum of money and other resources that go into staff induction and training.
2.1 BACKGROUND OF THE STUDY
Othniel (2000), commented that the overall essence of training is to give employees at all levels sufficient skill-instruments and guideline to enable them perform their job very well, and to position them well for promotion. Basically, it falls on the personnel manager to design and co-ordinate the staff training policies and programmes of his organization. However, this does not imply that the other line managers are relieved of their responsibility to ensure the development of the skills and potentials of their subordinates. Rather, it means to prescribe and make clear the responsibility fo the personnel department.
True training situation or need arises when there is a gap between the standard performance set out by the department and the actual performance of the subordinates. The purpose of training is to close the gap, and in its place exceed the industrial performance rate.
Without human resources, achieving goals and objectives by the organization would be extremely difficult; and without developing the human resource capacity, achieving the best, optimum result from the employees would be a mere penury.
This informs the need to evaluate the us of training to enhance organizational efficiency by the employers and managers of our time. Reference shall be made to a random of selected business organizations including banks.
1.2 PROBLEMS ASSOCIATED WITH THE SUBJECT MATTER
A number of problems are relative to the subject matter. These problems could be identified as follows:
a. Lack of training is responsible for low productivity in the organization.
b. Employees’ inability to operate equipment and machines, especially the modern types, is related to training.
c. Indiscipline among employees (in terms of moral behaviour) may be due to lack of training.
d. Lack of the knowledge of the organisation’s goals and objectives.
e. The danger of employing unskilled workers if training is not introduced.
f. Lack of integration among the workers for corporate attainments.
g. An ignorant employee about the nature of his job may not be able to stand the demands of the job, thereby resulting into resignation.
1.3 PROBLEMS THAT THE STUDY WILL BE CONCERNED WITH
Orjih (1998), gave about five problems that share relationship with staff training. These problems are the major concern of the research study, they include:
a. PROBLEM OF PROFICIENCY: New employees need special attention until they are fully proficient in their job. Even new experts, skilled workers without relevant experience, should be trained in their particular job, which invariably differs from one department to another. Banks are very good in doing this. Fresh bankers are recruited and trained in the banking job.
b. PROBLEM OF DILEGATION OF RESPONSIBILITY: A successful delegation will depend on the knowledge and recognition of the abilities of the employee. It’s training that will refine the potentials in the employee and make him recognized by his manager.
