EFFECTIVENESS OF IN-SERVICE TRAINING ON EMPLOYEE’S DEVELOPMENT AND PRODUCTIVITY
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EFFECTIVENESS OF IN-SERVICE TRAINING ON EMPLOYEE’S DEVELOPMENT AND PRODUCTIVITY
Abstract
The study investigated the impact of in-service training on staff development and productivity. Three research questions and hypotheses were developed in accordance with the research objectives to guide the investigation. The survey design was used in this investigation.
The study’s population included 280 staff workers from the Ebonyi State Ministry of Finance in Abakaliki. The sample size was determined using the Yaro Yamane approach, with 164 respondents selected. The questionnaire served as the primary data gathering instrument. The Chi-square statistical test was used to test hypotheses and analyse data.
The study’s findings indicate that in-service training has a considerable impact on employee morale, employee efficiency and production, and organisational performance.
According to the study’s findings, business organisations should establish regular training and development programmes capable of increasing employee skills, morale, and productivity;
organisations should involve experts in mapping out their training and development needs. Training and people development should be based on a thorough review of their impact on an organization’s performance and efficiency.
Chapter One: Introduction 1.1 Background of the Study
The importance of staff training cannot be overstated, as many people have realised that it provides a means of growing skills, increasing productivity, ensuring job quality, and fostering employee loyalty to the company.
Organisational goals change in response to the realities of the time; technology advances; customers and clients become more discerning and aware of their rights in demanding organisational products and services; and the organization’s products and services evolve in response to their preferences.
It is difficult for any commercial organisation to function without appropriate staff, hence it is an essential tool for every organisation. Employees must be provided with well-designed training and development programmes in order to perform their duties efficiently.
Training is defined as the process of developing employees’ abilities, habits, knowledge, and aptitudes in order to increase their effectiveness in their current jobs and prepare them for future positions (Avasthi 2006).
In-service training is a series of planned activities on the part of an organisation to increase job knowledge and skills, modify job knowledge and skills, or change employees’ attitudes and social behaviour in ways that are consistent with the organization’s goals and job requirements (Bartlett, 2001). In-service training is a type of education that assists employees in acquiring knowledge, skills, and attitudes relevant to their professions.
Udo (1983) defines in-service training as the development of specialised skills and attitudes required to accomplish a single task or series of duties in order to maximise employee productivity and increase overall organisational efficiency.
According to Ohakwe (2007), in-service training is constant support or coaching provided to an employee in order to ensure that he is current on the job content, scope, and relationships within the organisation.
According to Ezeuwa (2009), development can be defined as the use of human resources to quantitatively change man’s physical and biological environments to his benefit, or as the introduction of new ideas into the social structure, resulting in changes to the patterns of the organisation and social structure.
Daniels (2003) defines staff development as allowing employees to advance with the organisation so that they can be qualified for available higher-level positions within their capability. Iwuoha (2009) defines development as the improvement of interpersonal relationships.
Training, the most important aspect of human management, is the fastest expanding section of people operations. Training is a diet and exercise programme designed to help employees improve their affective, cognitive, and psychomotor skills
so increasing their productivity. At times, some businesses go beyond creating their own schools for training and retraining their employees at no cost to the trainee.
Alo (1999) distinguishes between two major types of training: on-the-job training and off-the-job training. On-the-job training is typically provided by colleagues, supervisors, managers, and mentors to assist employees in adjusting to their new roles and equipping them with necessary job-related skills.
According to Ejiogu (2000), off-the-job training would consist of lectures, vestibule training, role playing, case studies, discussions, and simulations. Armstrong (1995) identified group exercises, team building, remote learning, outdoor activities, and seminars as examples of off-the-job training.
The primary goal of in-service training and development programmes at an organisation is to help employees raise their productivity. Productivity, on the other hand, is both the end result of training and development and a measure of the output of a given input.
The importance of training has become more apparent, particularly in the public sector, as the work environment has become more complex, organisations such as ministries, parastatals, extra departments, and public agencies have undergone rapid change
and technological advancement has necessitated the need for public personnel to be trained and developed to meet the challenges. Training improves quality, productivity, morale, management succession, business development, profitability, and service delivery (Jones, George, & Hill, 2000).
In-service training strives to provide employees with knowledge, skills, and attitudes that will enable them to be more effective, productive, and satisfied at work. Science and technology offer new knowledge, techniques, and tools to each job area;
thus, the necessity to encourage employees to learn more and develop themselves in order to achieve the government’s goal becomes critical (Obisi, 1996).
According to Mullins (1999), training can produce the following benefits: increase staff confidence, motivation, and commitment, provide recognition, enhanced responsibilities, and the possibility of increased pay and promotion; provide a sense of personal satisfaction and achievement, and broaden opportunities for career advancement; and help to improve staff availability and quality.
Training encourages employees to work harder. Employees who understand their roles are more likely to have excellent morale and job satisfaction. They can notice a clearer relationship between their effort and performance.
Kartal (2010) argues that in-service training effectively transfers new employees’ knowledge to adjacent departments, reduces misunderstanding and dispute among employees, and fosters a healthy work environment.
Fundamentally, the basic goal of training is efficiency, or increasing the effectiveness of officials’ work for administrative goals. Efficiency includes two crucial aspects: technical efficiency in the employee’s current work or future higher-level work, and morale development.
The Ebonyi State Ministry of Finance and Economic Development was established as soon as the state was established in 1996 under the late General Sanni Abacha’s rule, with Mr. Oko Udo Oko and Mrs. Ngozi Nwankwo serving as the pioneer commissioner and accountant general, respectively. Dr. Ekuma Nkama is the current political head of the ministry.
The Ministry of Finance and Economic Development is Ebonyi State’s service ministry. The ministry is burdened with considerable responsibility and powers, including monitoring the State Government’s financial and development strategies and objectives.
The ministry’s mission is to integrate and implement the state’s fiscal and developmental policies and programmes. The Ebonyi state government organised in-service training for all ministry staff in 2014.
The immediate previous government of Governor Marthin Nwanchor Elechi (MFR) organised this in-service training on information and communication technology (ICT).
The training event, which took place at the staff development facility in Abakaliki, intended to provide the ministry’s staff with the necessary knowledge of information and communication technology in order to improve their job efficiency and productivity.
1.2 Statement of the Problem
Despite the importance of training and manpower development in increasing employee productivity and organisational performance, Nigerian organisations do not adequately support training programmes. These organisations see the money they will spend on training programmes as waste rather than an investment.
They fail to recognise the need of ongoing personnel training and development in promoting organisational efficiency and effectiveness. Those that seek to provide staff training do it in an ad hoc and haphazard manner, and as a result, training in those organisations is largely unplanned and unsystematic.
This viewpoint is supported by Nwachukwu (2002), who claims that many employees have failed in organisations due to a lack of fundamental training.
Furthermore, there is widespread agreement that there is a link between investment in training and production. While some studies show favourable and significant returns on human capital investments, others show negative results.
Again, despite the importance of training and workforce development, the results of studies in this field vary greatly from one country to the next and throughout time.
For example, whereas Harel (2003) discovered a positive relationship between training and development methods and company performance in both the public and private sectors of Israel, Itami (2004) found no association between training and development and employee productivity in Korea.
As a result of this disparity in existing empirical research, it is critical to produce further empirical evidence on the impact of training and development on employee productivity in Nigeria.
The current study contributes to the literature by assessing the impact of in-service training on staff growth and productivity, with a focus on Ebonyi State Ministry of Finance, Abakaliki.
1.3 Objectives of the Study
The primary goal of the study is to assess the impact of in-service training on staff growth and productivity.
The precise aims include:
Ø Assess the impact of in-service training on staff morale.
Ø Investigate the effect of in-service training on employee efficiency and productivity.
Ø To assess the impact of in-service training on organisational performance.
1.4 Research Questions.
The following research questions were developed to help guide the study:
Ø How does in-service training affect employee morale?
Ø How does in-service training impact staff efficiency and productivity?
How does in-service training impact an organization’s performance?
1.5 Research Hypothesis.
The following research hypotheses were developed for this study:
H0: In-service training has no meaningful effect on staff morale.
H1: In-service training has a considerable effect on staff morale.
H0: In-service training has no impact on employee efficiency or production.
H1: In-service training improves employee efficiency and production.
H0: In-service training has little impact on organisational performance.
H1: in-service training has a major impact on organisational performance.
1.6 Significance of the Study
The study’s conclusions will greatly assist businesses, employees, and future researchers.
Employers will profit greatly from the study’s findings, which highlight the importance of organising regular in-service trainings for staff in both commercial and governmental organisations.
The study’s findings will help staff at the Ebonyi State Ministry of Finance by highlighting the need of participating in in-service training, which has been shown to increase employee productivity.
Ø Researchers: The study’s findings will greatly aid future research on this area. The results of the study will serve as a future reference for those scholars.
1.7 Scope of the Study
The study assesses the impact of in-service training on staff development and productivity. The geographical area includes Ebonyi State Ministry of Finance in Abakaliki.
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