IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYEE’S EFFICIENCY AN A PUBLIC SECTOR
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IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYEE’S EFFICIENCY AN A PUBLIC SECTOR
Chapter One: Introduction.
1.1 Background for the Study
Many public services nowadays do not take human resource training and development seriously; they fail to recognise that the success and failure of any public service are primarily determined by the various types of trained staff.
A seasonal public service should have a well-articulated design strategy for methodical administration, training, and development to help turn annual budget policies and programmes into actual realities.
Training is now widely recognised as an essential component in improving the quality and quantitative output of any public service. Training is the function that allows others to acquire and apply knowledge, skills, talents, and attitudes of which they are a part.
Training is one of the most important management tools for attaining goals, and it is widely regarded as the most important human resource investment in the public sector.
According to Terry (1989:201), training and development is a continual activity. Employee training and development is definitely worth the investment. Employees who have not yet received enough training and are handed duties lack the requisite confidence and technical know-how to complete the task.
Employees should be assisted in advancing to greater responsibilities through structured training and development. Only then will he or she feel confidence in carrying out the job’s responsibilities.
Because he believes that he knows what is expected of him on the job and that he can accomplish it, his excitement for the job grows; it is a person in that position who may ponder and generate ideas about how to effectively carry out the job’s duty.
People who are not trained are prone to repeating what they were told the first time they took over the job. They are afraid of doing the work differently because something could go wrong, and they want to avoid that risk.
Training and development are critical to every public service for acquiring, producing, maturing, and motivating qualified individuals. This, in fact, eliminates frustration caused by stagnation
which leads to a large workforce. It sharpens an employee’s behaviour and attitude towards their task. The end outcomes boost job performance.
According to Gary (2003:187), training is a hallmark of excellent management. Although an organisation or public service sector may have capable and determined staff, as well as appropriate equipment and management support, productivity falls short of expectations.
The missing ingredient in many cases is a lack of necessary ability and knowledge, which can be acquired through training and development. It is obvious that employee personnel training can result in information acquisition, skill performance on the job, enhanced production, and, most importantly, making the employee a part of the task.
Furthermore, it is clear that some employees are unaware of the benefits of staff training and development, such as cost savings, waste reduction, higher production, and bridged communication gaps.
These issues stem from employee ignorance, and the majority of offenders are business owners who are uninterested in staff training programmes as long as they can collect money from them. To them, training is pointless.
This is a bad mindset that, in the long run, will cause more harm than good to such companies. Nonetheless, effective public sector organisations recognised that human resources merit the necessary attention because they are an important aspect in management strategic decisions that lead the public sector’s future operations.
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