ABSTRACT
The study under
Consideration was “Training Discipline and Performance Evaluation in a
Bureaucratic Organization”. In analyzing how, Warri Refinery Petroleum
Cooperation was taken, as Case Study and the objective was to examine the
usefulness of training, discipline and performance evaluation. In analyzing the
usefulness of training, discipline and performance evaluation as a guide to
decision made by Warri Refinery Petroleum Cooperation, the descriptive type of
study was used. Primary and Secondary data was used. Specifically, data was
extracted from the company’s journals and staff, and compared. It was found
that the years under focus 1978 to 2008 the Company recognized the relevance of
training, hence it made provision for the training of all categories of staff
over the years. Human Resources are the most valuable assets of an organization
and if not properly managed, the attainment of the organizational goals will be
difficult. To enhance workers performance, they have to be trained on periodic
basis to acquire new skills that are crucial to the effective and efficient
performance of their duties. For these new skills learnt to be put to use,
discipline should be their watchword because laid down rules of the
organization must be adhered to, as to be able to achieve conformity of workers
behaviour for positive results. Performance evaluation is the mirror that
brings out the employee’s strength and weaknesses after assessment or
evaluation, done periodically by a superior. It was recommended that the
company should plan and organize such training programmes on more regular
basis, and the Application of non-objective factors in the selection of
candidates to be trained be discouraged. Also adequate and effective machinery
for dealing with cases of misconduct by employees be used. The performance
evaluation of employees should be based on merits or objectively done, to
enhance efficiency and productivity; favoritism should be totally eradicated
from the system, if much is to be achieved by the organization. The interview
system of performance evaluation should be adopted in place of the confidential
system, which has been unproductive. This will no doubt give employees the
confidence on the assessment of their performance, as they believed that it is
objectively done or evaluated.
TABLE OF CONTENT
Title Page i
Certification ii
Dedication iii
Acknowledgement iv
Abstract v
Table of Content vi
List of Tables v
CHAPTER ONE – INTRODUCTION
1.1 Background of the Study 1
1.2 Statement of Problems 2
1.3 Objectives of the Study 3
1.4 Research Questions 3
1.5 Scope of the Study 4
1.6 Significance of the Study 4
1.7 Definition of Terms 5
CHAPTER TWO – LITERATURE REVIEW
2.1 Introduction 7
2.2 Definitions of Training, Discipline and Performance Evaluation 8
2.3 Distinction Between Training, Discipline and Performance Evaluation 14
2.4 Objectives of Training, Discipline and Performance Evaluation. 15
2.5 Planning Training, Discipline and Performance Evaluation Programmes 18
2.6 Steps in Designing Training, Discipline and Performance Evaluation Programmes 21
2.7 Evaluating the Programme 23
2.8 Constraints to Effective Training, Discipline and Performance Evaluation 25
2.9 Factors that Hinder Effective Utilization of Trained Manpower, Discipline and Performance Evaluation 26
2.10 Training, Discipline and Performance Evaluation Methods/Techniques 29
2.11 Performance Evaluation Methods/Techniques 37
2.12 Evolution of Training, Discipline and Performance Evaluation Programmes in Nigeria 38
2.13 Background of the Study Area 44
CHAPTER THREE – RESEARCH METHODOLOGY
3.1 Introduction 50
3.2 Research Design 50
3.3 Type/Sources of Data 50
3.4 Tools for Data Collection 51
3.5 Population of the Study 51
3.6 Sampling Procedures 51
3.6.1 Sample Size Determination Method 52
3.6.2 Determination of Specific Number of Respondents 52
3.7 Sample Size 53
3.8 Questionnaire Design and Administration 53
3.8.1 Reliability of Data 54
3.9 Data Treatment Technique 54
3.10 Limitation of the Study 54
CHAPTER FOUR – PRESENTATION AND DATA ANALYSIS
4.1 Introduction 55
4.2 Training, Discipline and Performance Evaluation Policy of the
Organization (WRPC) 55
CHAPTER FIVE – SUMMARY OF FINDINGS, CONCLUSION AND
RECOMMENDATIONS
5.1 Introduction 73
5.2 Summary of Findings 73
5.3 Conclusion 78
5.4 Recommendations 80
Bibliography
Appendix I
Appendix
II
LIST OF TABLES
Table 4.1 Educational of Respondents 57
Table 4.2 Departments of Respondents 58
Table 4.3 Provision for Training 59
Table 4.4 The Category that Benefits from the Programme Training 59
Table 4.5 Previous Training 60
Table 4.6 Duration of Service before Training 61
Table 4.7: Duration of Training 61
Table 4.8: Assessment of the Training Programme 62
Table 4.9 Positive Relationship between Staff Training and Promotion 62
Table 4.10 Training Method 63
Table 4.11 Training Relevance 64
Table 4.12 System of Evaluating Training 64
Table 4.13 Training needs Identification 65
Table 4.14 Adequacy of Qualification 66
Table 4.15 Impression about Disciplinary Measures 66
Table 4.1.6 Who Should Handle Discipline 67
Table 4.17 Impact of Discipline 68
Table 4.18 Introduction of Discipline 69
Table 4.19 Assessment of Evaluation 69
Table 4.20 Types of Performance Evaluation Preferred 70
Table 4.21 Role of Performance Evaluation 71
Table 4.22 Relevance of Performance Evaluation 72
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Training, discipline and performance evaluation are some of the features of personnel management in a typical bureaucratic organization. Ubeku, (1975), sees human resources as the most valuable assets of an organization. If they are not properly managed, the attainment of organizational goals may be difficult. In order to enhance the quality of performance, the workers have to be trained on periodic basis. By so doing, they acquire new skills, ideas and information that are crucial to the effective and efficient performance of their duties. This was probably why Armstrong, (1982) posited that “there is a gap between what a worker can do and what he should be able to do”. Hence he suggested that training should be embarked upon to bridge this gap.
In another development, discipline is one of the pillars on which the success of an organization rests. In other words, discipline is meant to achieve the conformity of the behaviour of a worker to the norms of the organization. Therefore, discipline is geared towards the reduction, if not total elimination of phenomena that are harmful to the achievement of organizational goals (Encyclopedia of Professional Management, 1978). The absence of discipline may result in lawlessness, anarchy or even organizational decay.
Performance evaluation is the mirror with which the worker sees himself. His performance has to be assessed or evaluated periodically, so that his strength and weaknesses can be brought to a sharp focus. The worker knows the areas he is doing well and those in which his performance falls short of expectation. It is only an efficient performance evaluation system that will result in the achievement of the desired results of an organization.
This study focuses on training, discipline and performance evaluation, which are aspects of personnel management in a bureaucratic organization, Warri Refinery and Petrochemical Company (WRPC), as a case study. It aims at the evaluation of the training programmes of Warri Refinery and Petrochemical Company (WRPC), as well as the disciplinary and performance evaluation systems. The intention is also to make suggestions on the improvement of these aspects of personnel management in the public sector. Some of the issues that the study will deal with include the adequacy or inadequacy of training in the organization, the impact of performance evaluation on the morale of the officials and the relationship between discipline and productivity.
1.2 STATEMENT OF PROBLEMS
All organizations, be it political, religious or business have predetermined goals and objectives, which they intend to achieve and these are ends towards which organizations strive to achieve their respective goals and purposes since this is used as a standard or yard-stick for assessing its success of failure.
