ABSTRACT
This study examines the impact of training and development on workers performance in organization. Training and development are the central elements of human resources management and the principal vehicle for developing skills and abilities of workers other than through job assignments. Training serves as a motivational factor and a form of job security to workers. The questionnaire and library research were used to collect data and the simple percentage population was seventy-nine (79) from these three banks: Union Bank, Unity Bank, First Bank. The simple percentage method was used to analyze data collected. This revealed that through training ad development, workers performance can be improved and productivity increased. Based on the findings, the researcher recommends that there should be regular training for workers, and organizations should see training as a profitable investment, and appropriate training techniques should be employed. Adequate training of workers is essential in order to meet new technological trend. Training should also be done as regular intervals in various units of the organization in order to meet the set objectives.
TABLE OF CONTENT
Title page i
Approval page ii
Dedication iii
Acknowledgement iv
Abstract vi
Table of content vii
CHAPTER ONE
Background of the study – – – – – -1
Statement of the problem – – – – -5
Purpose of the study – – – – – -6
Research questions – – – – -7
Significant of the study – – – – – -7
Scope and delimitation of the study – – – – -8
Limitation of study – – – – – -8
Definition of terms – – – – -9
CHAPTER TWO
2.1 Staff Training – – – – – – -5
2.2 Organizing Workers Training – – – – -14
2.3 Factors Affecting the Performance of Workers – – 15
2.4 Workers Performance – – – – – – 16
2.5 Workers Development – – – – – 17
CHAPTER THREE – Research Methodology
3.1 Research Design – – – – – – – 18
3.2 Population of the study – – – – – – 18
3.3 Sampling size – – – – – – – – 19
3.4 Sampling technique – – – – – -19
3.5 Research instrument – – – – – – 19
3.6 Method of Gathering Instrument – – – – 20
3.7 Distribution and Return of Questionnaire – – 20
3.8 Method of Data analysis – – – – – – 20
CHAPTER FOUR
4.1 Introduction – – – – – – – 21
4.2 Presentation of Data – – – – – – 22
4.3 Analysis of the questionnaire – – – – -25
CHAPTER FIVE
5.0 Summary – – – – – – – – 30
5.1 Conclusion – – – – – – – 31
5.2 Recommendations – – – – – – 31
5.3 Suggestion for further studies — – – – 33
Reference – – – – – – – – 34
Appendix – – – – – – – – – 35
Questionnaire 36
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
In the last few decades, the concern for the training and development of employees in an organisation has made itself felt in almost every face of human endeavour. The importance of training and development of employees to organizational effectiveness can not be over emphasized.
Time and again, organizational objective has been profit maximization which leads to a significant growth and this is achieved through effective and efficient utilization of its resources (i.e. manpower and material resources).
Manpower is the controlling and guiding component of any organization. Also, manpower is seen as a dynamic strategy of improving the performance or efficiency of people through well integrated and systematic teaching – learning processes aimed at meeting individual as well as organizational objectives, and thus, facilitating a continuous positive response for purposeful change.
The definition was based on four basic assumption that Human Research Development is:
People development oriented (improvement in values, perception, attitude and behavioural patterns),
Performance oriented (increase in productivity of staff for organisation goal achievement).
Personal needs oriented (guaranteeing psychological and physiological requirements of the individuals).
Organizational development oriented (crucial for effecting maintenance of both task and procedural direction).
Organisation of the other hand, is a social units or human grouping deliberately constructed to achieve a specific goal or objective Etizioni (1975). It is in recognition of this fact that the concern of most personnel management is to make their employees management is to make their employees contribute effectively towards the attainment of the organizational set objectives.
Management therefore looks for ways of improving the quality of employee through training and development. With the view to increase their productivity and performance.
This therefore, brings into focus the importance of training and development as one aspect of organizational goals. In carrying out this study, distinction is made between training and development.
According to Nwachukwu (1988), training is organizational effort aimed at helping an employee to acquire basic skill required for the efficient execution of the function for which he was hired.
Behomley (1988) also sees “Training as the acquisition of knowledge and skill relevant to job performance”. Since training has to do with adjusting (restructuring) the workers attitude and skill, and this have direct influences on organizational ability to carryout specific job, it could reduce cost as it increase productivity, increases employees turnover and promotes goals congruency.
The change in technology, and work processes is a basic fact that is very well acknowledged by managers, and therefore, follows that the skills and knowledge which were useful yesterday may be obsolete today.
Lack of training may increase absenteeism rates, low output and poor quality job performance which might result in high unit cost. Hence, when the need for training has been determined, the organization will in turn state clearly the objective which the training programme is expected to achieve. While development as seen by Todaro (1985) defined development as “a multi-dimensional process involving major changes in social structures, popular attitudes and national institutions as well as the acceleration of economic growth, the reduction of inequality and eradication of absolute poverty”.
Everett Rogers says “It is a type of social change in which new ideas are introduced into a social system in order to produce higher per capita incomes and levels of living through more modern production methods and improved social organisation”.
Bohomley (1988) sees it as the changes in attitude and behaviour which tends to enhance employee commitment and performance.
Nwachukwu (1988) also states that “Development deals with the activities undertaken to expose an employee to perform additional duties and assume positions of importance in the organizations hierarchy”.
Madlers (1974), view on the concept “Development of employees means preparing the employees so that he/she can move with the organisation as it develops”.
Thus, the importance of qualified manpower in social, political and economic development of an organisation cannot be over looked. There is no gain saying that, countries like Japan, Germany and Italy etc are said to have attained high level of economic growth and development as a result of their well developed manpower.
Therefore manpower development section of organisation is in the area of training activity which will enhance the abilities, skills, motives and attitudes of employees in order to improve their performance.
Also, it helps to prepare them for future managerial responsibilities. The emphasis placed by any organisation on the training and development of its employees is basically on productivity.
Most importantly to note, however, is that low productivity could also be traced to poor morale of employees at work place, faulty equipments and low quality raw materials (i.e. material inputs).
Human resources is, however, the most important and most costly resources of an organisation and since it is necessary that this research contribute effectively to organizations objectives through improved performances, there is therefore the need for training and development to be undertaken as a research study.
