EFFECT OF EMPLOYEE TRAINING AND MANAGEMENT DEVELOPMENT ON ORGANISATIONAL PERFORMANCE
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EFFECT OF EMPLOYEE TRAINING AND MANAGEMENT DEVELOPMENT ON ORGANISATIONAL PERFORMANCE
Chapter one
INTRODUCTION
1.1 Background for the Study
The significance of management training and development in the achievement of organisational objectives Spending large sums of money on recruiting personnel, regardless of their previous training, education, and experience, requires them to be introduced to their new employer’s work environment and shown how to execute specific jobs.
Furthermore, particular opportunities for training and development exist when people are transferred or promoted, or when the job changes and new skills must be learnt, maybe as a result of technological and automation advancements.
Furthermore, a large body of data indicates that training and development have an impact on workgroup productivity. Experienced executives or management exports consider the future and plan accordingly.
One crucial approach to accomplish this is to develop and train the workforce so that it can meet new needs, solve new challenges, and adapt to new changes.
Rapid technological advancement necessitates ongoing training of experienced workers in order to perform new and changing jobs. As a result, almost all organisations today provide some form of formal training with the sole purpose of developing employees’ performance towards achieving organisational goals and maximising the use of scarce resources.
The society’s belief in occupational training is reflected in a variety of ways. For many years, the federal, state, and municipal governments have sponsored training and apprenticeship programmes, such as the formation of the Industrial Training Fund (I.T.F), the National Directorate of Employment (N.D.E), and universities and colleges of higher learning.
Proper training and development are undoubtedly necessary for higher or optimal levels of productivity and improved worker performance. The Administrative Staff College of Nigeria (A.S.C.O.N.) is a training and apprenticeship programme developed by the federal, state, and municipal governments.
Poor worker productivity can also be attributed to inexperience and a lack of necessary information for the job at hand. Thus, this emphasises the need of management training and development.
1.2 Statement of the Problem
Workers in any organisation are the most valuable asset in attaining organisational objectives. Many organisations have suffered as a result of workers’ inexperience in their new workplaces. This issue frequently leads to production shutdowns as a result of ineffective staff training and development plans in most businesses.
Most organisations, including First Bank plc, have observed a prevalent apathy towards workers. Anyigba is no exception. Most businesses’ attitudes towards their employees allow for poor performance since inexperienced and unskilled workers lack the potential and skills required to work up to expectations.
Poor training programmes are the bane of personnel at First Bank Nigeria, Anyigba. This is one possible source of irritation, resulting in pent-up wrath among the ranks and file. Frustration can emerge as aggressiveness towards supervisory officers and the general public.
It is unfortunate that First Bank Nigeria Plc.Anyigba does not have an electrical supply, transport service, or periodic workshops and symposiums. These provide a platform for improved organisational performance and enhanced worker productivity.
1.3 Objectives of the Study
The overall goal of the research is to determine the impact of staff training and development on organisational performance. However, the following precise objectives are being pursued.
i. Identify the impact of management training and development on organisational failure or success.
ii. To investigate the link between employee training and development and organisational productivity.
iii. Determine how it has increased and improved productivity in terms of a significant reduction in industrial accidents, disasters, and job satisfaction in the workplace.
iii. To identify the budgetary barriers to training and development at First Bank Nigeria Plc. Anyigba.
1.4 Research Hypotheses.
Hypotheses are critical components of the research process because they dictate the types of data that will be collected to answer the research questions.
Hypotheses are tested as follows:
Hypothesis One
Ho: Formal staff training and development do not increase productivity.
Hi: Formal staff training and development increases productivity.
Hypotheses Two
Hi: Training and development have little impact on industrial accidents.
Ho: Training and development have a large impact on industrial accidents.
Hypotheses Three
Hi: Workers’ job happiness is not significantly related to training and development.
Ho: Training and development have a big impact on workers’ job happiness.
Hypothesis Four
Hi: There is no substantial association between fiancé and a good training and development course.
Ho: There is a considerable association between fiancé and a good training and development course.
1.5 Significance of the Study
A study of this nature will reveal the issues impeding successful training and development. It is also expected that the investigation would provide light on previous administrative problems and how much they can be solved.
The study also looks into the roles that management staff play in the organisation. The study’s conclusions will serve as the basis for the organization’s managerial planning and development initiatives.
1.6 Scope and limitations of the study
This study is limited to the impact of employee training and development on staff performance at First Bank Nigeria Anyigba. The study covers the following categories inside the organisation: top management, middle management, and company operatives.
The top management consists of directors and controllers, while the intermediate management consists of senior managers and junior managers, both of whom are usually supervisors. Other sorts of labour include machine operators, manufacturing workers, fire safety officers, clerks, couriers, cleaners, and so on.
Many challenges were experienced when creating this project, and they all served as one sort of barrier or hindrance to the easy arrival of the desired result, which included the following.
The challenges encountered in this research work include delayed vial information, failure to return questioners, and time wasted due to the hesitant posture of certain staff who were unwilling to cooperate in providing necessary assistance, particularly the junior and operative workforce, for fear of being intimidated if they gave their opinion.
1.7 Operational Definition of Terms
Apprenticeship Training: A set time of training to acquire a craft or trade, typically under the supervision of skilled individuals.
Automation is the employment of self-regulating machines to accomplish activities.
On the job Training is a teaching method in which the trainee is placed in a real-world working setting and closely supervised.
Employees: Training and Development: The acquisition of a specific talent for a specific task, as well as capacities for future managerial tasks with increasing difficulty and scope, as planned by management.
Management is the steering of human conduct towards a specific purpose or aims.
Morality is the reaction of all groups of workers to their working conditions and internal relationships inside a company.
Primary data is information collected by the user from the original source.
Personality development refers to an increase in differentiation and complexity.
1.8 Organisation of Work
This research has been organised into five chapters.
The first chapter addresses the introductory aspect of the work, tracing the background to the study and the research problem, as well as the study’s aims and objectives, scope, and limitations. The chapter also discusses the study’s significance and research hypotheses.
The second chapter of the paper is a literature review. This chapter discusses the perspectives and opinions of many authors and authorities on management and human resources.
Chapter three focuses on research technique. This section discusses the study’s design, scope, and some of the data gathering equipment.
This chapter also discusses the methodology and sources of data collection. The data given and analysed is detailed in Chapter 4. Also, the theories expressed in Chapter One are tested in this chapter.
The final chapter concludes this study endeavour. It summarises the findings and presents our conclusions and recommendations.
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