Assessment of Staff Induction and Training Programmes to Enhance Employee Productivity
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Assessment of Staff Induction and Training Programmes to Enhance Employee Productivity
CHAPITRE ONE
1. INTRODUCTION
Staff recruitment, induction, and training are regular occurrences in human resource management. When new employees are hired, training programmes are typically initiated to prepare them for their job obligations and to prepare them for specific jobs or tasks.
Most human resource managers believe that staff training is a valuable technique for increasing worker efficiency, which in turn increases organisational production.
This effort is designed to bring out the evidence for the acceptability or otherwise of the claim, in order to support or condemn the large sums of money and other resources that go into staff induction and training.
1.1 BACKGROUND OF THE STUDY
According to Othniel (2000), the main purpose of training is to provide employees at all levels with the necessary skill-instruments and guidelines to enable them to execute their jobs well and to position them for advancement. Essentially, it is the people manager’s responsibility to establish and coordinate his organization’s staff training policies and programmes.
However, this does not absolve the other line managers of their responsibilities to ensure the growth of their subordinates’ skills and potential. Rather, it entails prescribing and defining responsibilities for the people department.
A training circumstance or necessity emerges when there is a discrepancy between the department’s standard performance and the actual performance of the subordinate. The goal of training is to close the gap and, in its place, exceed the industrial performance rate.
Without human resources, organisations would struggle to achieve goals and objectives; and without developing human resource capacity, achieving the best, optimum results from employees would be a luxury.
This highlights the importance of evaluating the use of training to improve organisational efficiency by today’s employers and managers. References to a random sample of selected business organisations, including banks, will be made.
1.2 PROBLEM RELATED TO THE SUBJECT MATTER.
A lot of issues are related to the subject. These issues could be classified as follows:
a. A lack of training is to blame for the organization’s low output.
b. Employees’ inability to operate equipment and machines, particularly modern models, is tied to training.
c. Employee indiscipline (in terms of moral behaviour) may be attributed to a lack of training.
d. Lack of understanding of the organization’s goals and objectives
e. The risk of hiring untrained people if training is not provided.
f. A lack of integration among employees in terms of corporate achievement.
c. An employee who is unaware about the nature of his employment may be unable to withstand the pressures of the job, resulting in resignation.
1.3 PROBLEMS WITH WHICH THE STUDY WILL BE CONCERNED.
Orjih (1998) discussed five issues that divide relationships with staff training.
These are the primary concerns of the research study, and they are as follows:
a. PROBLEM OF CHARACTER DIFFERENCE: Human psychology experts have discovered that individuals never have the same values, ideas, perspectives, orientation, attitudes, temperament, beliefs, and so on. As a result, training is the solution. It will reorient workers’ dispositions in order to meet organisational goals.
c. NEW TECHNOLOGICAL TREND PROBLEM:
As the need grows, information technology skills are becoming increasingly important for an effective workforce. Employee development training in these areas will improve the organization’s operational efficiency.
c. PROBLEM OF RESPONSIBILITY DELEGATION: A successful delegation is dependent on the employee’s knowledge and appreciation of his or her talents. It is via training that an employee’s potential will be refined and recognised by his managers.
c. THE PROFICIENCY PROBLEM:
New employees require special attention until they are fully competent in their position. Even New Experts, talented individuals with no relevant experience, should receive job-specific training.
f. PROBLEM WITH PHYSICAL APPEARANCE:
The way employees dress is regulated by the organization’s dress code, and professional ethnics as well as Office conducts are instilled in employees during their training.
f. ACCORDING TO APPLEBY RC (1985);
It should be planned for new employees to be introduced to the company and their role. A staff induction and training session will provide a new employee with the opportunity to learn about his organisation in areas such as product belief history, industry locations,
organisational structure, names of departmental leaders, and the activities of various departments. Others include work and safety laws, health regulations, and personnel policies regarding discipline, education, and advancement.
1.4 THE SIGNIFICANCE OF THE AREA STUDY
The researcher aims to highlight the significance of the study by standing in the area. The significance of this research is described as follows:
a. To improve the working connection between employers and employees. This will promote industrial harmony.
b. To provide data to other stakeholders in the labour sector or industry to help them assess the cost-benefit of investing in staff training.
c. To persuade managers and employers that training is and will continue to be a successful technique for increasing worker effectiveness.
d. To recommend other methods of acquisition to employees if the organisation does not provide it.
e. Business investors will gain from this effort because they will know that the organisation is now investing in employee training in order to expand.
1.2 THE DEFINITION OF IMPORTANT TERMS
a. WORKERS’ EFFICIENCY: This is the ability to complete a task without wasting resources.
b. STAFF INDUCTION: This is the official ceremony that introduces new employees to the organisation and their jobs.
d. STAFF RECRUITMENT: This is the total process of hiring new employees for the organisation.
d. STAFF TRAINING: This is the process of learning new abilities required to execute a job.
d. DELEGATION OF job: The process of assigning work to junior personnel that is normally the job of senior staff.
f. HUMAN RESOURCES MANAGEMENT: The process of encouraging and influencing the organization’s workers or employees to give their all in order to achieve the organization’s goals.
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