EXAMINATION OF THE STRATEGIC ROLE IN ACCESSING WORKER TRAINING NEED
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EXAMINATION OF THE STRATEGIC ROLE IN ACCESSING WORKER TRAINING NEED
CHAPITRE ONE
INTRODUCTION
1.1 Background of The Study
Investing in human resources through training and leadership development benefits both individual employees and organisational performance. Workers’ training is an important instrument for human resource development, but it can only become relevant when a workers’ training need assessment has been completed.
An ongoing process of obtaining data to establish what training needs exist so that training can be produced to help the organisation achieve its objectives is defined as training needs assessment. The assessment of training needs is a vital task for the training and development function.
According to Gent and Gregory (1989), doing a training needs assessment is critical to the effectiveness of a training programme. Organisations frequently develop and administer training without first completing a needs assessment. According to Goldstein (1991), these organisations risk overtraining, undertraining, or missing the goal entirely.
The goal of a workers training needs assessment is to identify areas of performance deficiency within an organisation in order to help direct resources to the areas of greatest need, which are those that are closely related to fulfilling organisational goals and objectives, improving productivity, and providing quality products and services.
The requirements assessment results enable the training manager to create training objectives by answering two simple questions: who, if anyone, requires training and what training is required? Training is not always the best solution.
Other management methods, such as explaining expectations, providing a supportive work environment, setting punishments, removing obstacles, and verifying job fit, can help to reduce or eliminate some performance gaps.
According to Gupta (1999), building a training and development programme entails a series of activities that may be classified into five stages: needs assessment, instructional objectives, design, implementation, and evaluation.
Organisational analysis, on the other hand, looks at where training is needed in the organisation and how it will be delivered. It assesses the knowledge, skills, and talents that employees will require in the future as the organisation and their employment change.
TNA processes play a strategic role in this context since they provide clear guidance on which professional skill inadequacies must be corrected and what the profile of future trainees should be. (1998) For Al-Khayyat.
Underdeveloped abilities, insufficient information, or improper worker attitudes all contribute to the need for training. Aguinis and Kraiger, 2009. Training needs are defined as identified gaps between employees’ current performance and the performance that the organisation expects of them.
As a result, the study seeks to investigate the strategic role in assessing workers’ training needs in selected large-scale organisations in Cross River State, with a focus on Niger Mills Plc and United Cement Company (UNICEM) PLC, Calabar, as case studies.
1.2 Statement of the Problem
Employee training and development investments can help organisations become more productive or effective. Gupta (1999) identified certain unresolved difficulties, such as new workplace demands and requirements,
which are creating significant changes in activities and operations inside the organisation, necessitating a continual updating of workers’ abilities to match the expectations of these new workplace demands.
Similarly, the rapid pace of technological change in the information society, the increasing operational procedures required for production, the reduction in the product life cycle, and rapidly changing production processes are all revealing issues that require immediate attention in the area of worker training and skill updating.
As a result of these increasing workplace challenges, workers must be adequately equipped; however, this may be accomplished through continual training programmes resulting from training need assessments in any organisation that want to prosper by meeting its objectives.
Despite the strategic relevance of worker training need assessment, Rosner (1999) observed that research demonstrates that training needs diagnostics have been done in an unsystematic manner in organisational contexts. There is very little theoretical and empirical research on assessing training needs (Supino & Richardson 1999).
Addressing and resolving these challenges, on the other hand, has led the researcher’s intention to conduct an investigation into the strategic function of assessing workers’ training needs in selected big scale organisations in Cross River State, Nigeria.
1.3 The study’s objectives
The primary goal of this research is to investigate the strategic role of assessing workers’ training needs at Niger Mills PLC and United Cement Company, Calabar. To fulfil this broad goal, the following specific aims have been considered:
To investigate the strategic relevance of worker training requirement assessment in employee training at Niger Mills PLC and United Cement Company (UNICEM) Calabar.
To analyse the impact of training needs assessments on new workplace demands at Niger Mills PLC and United Cement Company (UNICEM) Calabar.
To analyse the strategic importance of training needs assessment in Niger Mills PLC and United Cement Company, (UNICEM) Calabar workers’ skills.
To emphasise the strategic importance of training needs assessment in Niger Mills PLC and United Cement Company, (UNICEM) Calabar.
1.4. Research Questions
In Niger Mills PLC and United Cement Company, (UNICEM) Calabar, how does the strategic function of training needs assessment influence organisational goals?
How does assessing training needs affect employee productivity at Niger Mills PLC and United Cement Company (UNICEM) Calabar?
To what extent does assessing workers’ training needs affect organisational effectiveness in Niger Mills PLC and United Cement Company, (UNICEM) Calabar?
To what extent does assessing training needs affect organisational performance in Niger Mills PLC and United Cement Company (UNICEM) Calabar?
1.5. Research Hypothesis
In Niger Mills PLC and United Cement Company, (UNICEM) Calabar, there is no substantial relationship between training needs assessment and organisational success.
In Niger Mills PLC and United Cement Company, (UNICEM), there is no significant relationship between workers’ training needs assessment and organisational competitive advantage. Calabar
In Niger Mills PLC and United Cement Company, (UNICEM), there is no significant relationship between training needs assessment and employee job satisfaction. Calabar
In Niger Mills PLC and United Cement Company, (UNICEM) Calabar, there is no substantial relationship between training needs assessment and organisational goals.
1.6 Scope and Limitations of The Study
In terms of scope, this research looks into the strategic role of assessing workers’ training needs at Niger Mills PLC and United Cement Company, Calabar. This means that topics concerning training needs assessment will be discussed. Given the difficulties involved, it would be impossible to expect all relevant facts to be acquired over the course of the investigation.
Information is restricted to those accessed and made available by respondents, as well as information obtained from end users.Furthermore, while large-scale organisations come in a variety of shapes and sizes, the research will be limited to Niger Mills PLC and United Cement Company, Calabar.
Some of the constraints are as follows:
Due to time constraints, the researcher found it difficult to visit all departments at Niger Mills PLC and United Cement Company, Calabar; as a result, data were only obtained from a few staff members at random.
Training need assessment is a recently developed system that not all big size organisations have fully adopted; those that have fully embraced it were able to provide reliable data to the researcher, while those who have not fully embraced it were unable to do so.
Because of the nature of this study, the researcher finds it difficult to raise the funding required to do the research properly. As a result, Niger Mills PLC and United Cement Company were chosen based on the available finance to enable the researcher to obtain the necessary information.
1.7 Significance of the Research
This research will help public and private organisations, particularly Niger Mills PLC and United Cement Company, Calabar, better understand the strategic significance of training needs assessment in organisational performance. It will also assist them in understanding the procedures of creating and conducting a training need assessment programme.
If completed, the research will be useful to both the state and federal governments in developing policies that encourage regular training need assessments in order to provide workers with the most up-to-date applicable skills that will boost productivity.
It will also be a useful tool for students, academics, institutions, and others interested in learning more about the strategic importance of training needs assessment.
1.8 Historical context of the organisations under consideration
UNICEM (United Cement Company)
Holcim Trading S.A. and Flour Mills of Nigeria Plc founded the United Cement business of Nigeria Ltd (UNICEM) as a private limited liability business under Nigerian law with a registered office in Nigeria.
In Nigeria, UNICEM stands for modern technology, high-quality products, and being the main cement supplier in the South-South and South-East regions. Their major activities as Nigeria’s second largest cement mill are the manufacture and sale of Ordinary Portland Cement.
UNICEM’s headquarters are in Calabar, and all cement manufacturing operations have been consolidated at the 2.5 million tonnes per year Mfamosing plant, located north-east of the city.
Their mission statement reflects a desire to be one of Nigeria’s most socially responsible cement firms. In order to do so, they follow best practises in corporate governance, good corporate citizenship, and sustainable practises in accordance with shareholder, lender, and local Nigerian legal and regulatory standards.
UNICEM purchased the assets of Calcemco, a state-owned cement business that was liquidated and sold by the Nigerian government. In the 1970s, Salzgitter Industriebau GmbH (SEG); Germany planned and built the CALCEMCO plant to meet Nigeria’s rising demand for cement (UNICEM Bulletin, 2006).
Niger Mills plc (ii)
Niger Mills enterprise Limited is a flour milling enterprise that Flour Mills has controlled since the 1970s. It is located in Calabar, about 6 km from the harbour, and has a total capacity of about 750MT of wheat per day.
The company recently concluded a modernization programme by completing a new cutting-edge PLC-controlled flour mill that accounts for more than two-thirds of its total capacity. The new mill is now operational six days a week and has achieved an operating efficiency of approximately 90%, resulting in a 40% increase in sales.
FMN (Flour Mills of Nigeria Plc) is one of Nigeria’s largest and most successful industrial enterprises.The Company’s operations include flour milling, pasta production, port operations, cement trade and manufacturing, fertiliser mixing, bag and other packaging material production, and agricultural business.
Flour Mills of Nigeria Plc has not only survived all macroeconomic challenges since its incorporation in 1960, but has also grown into a market leader with popular and highly recognisable brands,
an extensive distribution network, a turnover in excess of N90 billion (USD 700 million), strong profitability, a healthy Balance Sheet, and a highly skilled workforce.
Since 1978, Flour Mills of Nigeria Plc has been listed on the Nigerian Stock Exchange. With about 67,000 stockholders, it is consistently rated among the top 25 corporations in terms of market capitalization. In 2005, the company conducted a N5.24 billion (US$40.7 million) rights issue that was 8% oversubscribed.
The Flour Mills of Nigeria Plc group employs roughly 5,200 people from various ethnic, cultural, and religious backgrounds who work together to provide greater value to Nigerian consumers across the country.
1.9 Definition of Terms
The following terminology will be useful in guiding the researcher’s study in order to meet the objectives of the proposed research:
Needs assessment: A systematic procedure for evaluating and addressing needs, or “gaps” between present and desired conditions or wants (Rosner,1999).
Training:- The acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge relating to certain usable competences (Storey,1992).
Large scale organisation: A corporation that has large manufacturing plants all over the world and employs a significant number of people (Gupta,1999).
Organisation: An organisation, such as an institution or an association, that has a common aim and is connected to the outside world (Schreuder, 2013).
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