IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYERS PERFORMANCE
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IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYERS PERFORMANCE
Chapter one
INTRODUCTION
1.1 Background of the Study
Human resource management is critical to the success and survival of any organisation, especially in the twenty-first century, where unhealthy competitiveness in the global market is commonplace.
Any organisation that will stand the test of time in highly competitive environments must necessarily adopt a realistic human resources system, planning and utilisation
as well as positive training and development on performance that could motivate and carry along the entire workforce in the effort towards attaining the organisational goals and objectives
thus the need for training and development for all categories of employees in the organisation. Is generally recognised, whether at the management trainee, supervisory, or senior management level.
Training and development aim to familiarise employees and employers with organisational and environmental contexts, modify attitudes, and improve task performance. Development, on the other hand, focuses on senior employees in managerial positions.
If organisations believe that training and development are costly and ineffective, they should consider ignorance. Training and development are necessary in all organisations.
However, the present trends in the banking sector, like old age, assault us without our consent. People learn to behave in specific ways in their families, social gatherings, and workplaces.
Training and growth is one part of action that is almost essential and continues till death. Training encompasses all learning experiences and has become an indisputable component of progress, effectiveness, and development.
In this era of organisational complexity, industrial sophistication, and technological innovation, training is no longer the responsibility of an inexperienced or unprepared professional. It has made significant progress and continues to do so.
Styles et al. (1997) claimed that the effectiveness of an organisation is determined by how well its members are trained. Training encourages people to work harder and have higher morale, and it is a continuous process. Training is required due to new challenges, methods, and equipment, as well as new knowledge and work responsibilities.
Training and developing labour is critical to regulating current technological and organisational developments, and its control and success will be based on the growth and accomplishments of individuals within the organisation.
Training is an investment that increases working capital. The efficiency and effectiveness of an organisation are determined by its workforce and the primary resources of organisational distinctions.
According to Ogundiro (1992), training is the acquisition of required knowledge, abilities, and attitudes for a certain job, whereas development is the systematic acquisition of knowledge. An employee’s skills and attitude enable him to perform his current job competently and prepare him for future tasks.
The easiest method to define these words is to compare them. First, the purpose of training is to provide specific knowledge, skill, and attitude (KSA) required to fulfil organisational goals, whereas the purpose of management development is to provide persons competent to meet organisational goals in specific positions.
Second, the scope of training focuses on specific duties, preparing personnel for a particular area of responsibility. Malcon W. Warren (1978) defined development using the problem method.
Training problems develop as a result of substandard conditions or the absence of desired conditions, which are eased by individuals or groups. In terms of management development, the challenge is to encourage employees to demonstrate knowledge, skill, or attitude.
Selection is another key difference between training and management development. Participants are chosen for training based on their past performance, which exhibited greater potential for increased duties.
According to Paul Pigor (1973), organisation planning, personnel planning, and forecasting are all components of the management development process, but they are not the main focus.
Management development occurs in every organisation in some form, as subordinates learn from and respond to their superiors’ examples while attempting to better their own work performance.
The organisational climate created by senior management, including the personal concepts they hold, has the single greatest influence on the growth of subordinate managers at all levels.
However, not all persons in management want to advance; some are content with their current status and income level rather than taking on new responsibilities.
Those who aspire to higher managerial levels in the organisation will want possibilities to improve themselves inside the organisation or to seek better and more challenging opportunities as they advance in their current roles.
However, if the superior discourages such reporting and fails to clearly express the reasons, young managers may seek greener pastures.
In summary, the two major components of effective management development are:
(1) The organisational climate. Including advanced organisational and manpower development planning that promotes management self-improvement.
(2) An evaluation of staff performance and various avenues for future managerial development.
Training and development have grown in importance over the years, decades, and centuries, due to the role they play in organisational survival and effectiveness, as well as the existing deficit in qualified “Manpower” foreseen in the National Development Plan.
In fact, it is to this end that the government established, among other agencies, the Industrial Training Fund (ITF) by Degree No. 47 of October 8, 1971, to promote and encourage the acquisition of skills in industry and commerce with the goal of creating a pool of indigenous trained manpower sufficient to meet the needs of the economy.
The government’s rising concern for training and personnel development has raised awareness in both the public and commercial sectors. Human resources in general, and training and manpower development in particular, are managerial responsibilities that should be accorded the same priority as other resources.
As a result, many businesses are beginning to invest in employee training and development. They spend a lot of money each year to organise and run a range of initiatives both inside and outside the country.
This is because organisations function in environments that can either facilitate or impede the fulfilment of the goals for which they exist.
The business environment can be separated into two:
Internal and External Environments.
The Internal Environment can be controlled to a large extent by management, whereas the External Environment is typically difficult to control by an organisation due to its elements
which include political, economic, social, and technological dimensions that affect the organization’s ability to operate effectively. The rate at which an economy grows and develops has a significant impact on development in other areas of national life.
Formal organisations are formed to pursue specific goals and objectives by utilising the resources available. The success of these aims and objectives will be heavily reliant on the organization’s ability to provide effective and efficient services to its end users.
Most especially, as the number of organisations in Nigeria grows, the capacities, effectiveness, and efficiency of each organisation are judged by its productivity and ability to endure the test of time.
The banking industry is faced with a constantly changing environment, and in order to survive, it must adapt to the changing environment. One method that organisations use to meet the changing nature of their environment is continuous training and development of their key personnel.
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