IMPACT OF TRAINING AND DEVELOPMENT ON ORGANIZATIONAL PERFORMANCE
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IMPACT OF TRAINING AND DEVELOPMENT ON ORGANIZATIONAL PERFORMANCE
ABSTRACT
This thesis examines the impact of staff training and development on organisational performance. It was motivated by the reality that certain organisations do not appear to care about growing the ability of their employees, instead frowning on and punishing any flaws displayed by the employees.
To address the research problem, the researcher sought to determine whether Na-tional Financial Credit offers training and development programmes to all employees; potential barriers to programme implementation; and the practical effects of training and development on job performance.
The researcher also emphasised the numerous training approaches developed and implemented around the world during training and development programmes.
The researcher collected information from 30 respondents at the National Financial Credit, Kumba branch, using questionnaires, interviews, and personal observation.
The study also demonstrates that training and development are essential in all firms, particularly for unskilled or inexperienced staff. Overall, the company’s training approaches and tools significantly increased employees’ work contributions. As a result, it had a positive impact on staff performance, improving their abilities and job efficiency.
Chapter One: Introduction.
The purpose of this study is to investigate the impact of staff training and development on the performance of a business or organisation. This chapter provides an introduction to the work’s context, problem, and objectives. It also includes information about the scope and significance of the study.
1.1 Background of the Study
Training is an organization-initiated attempt to promote learning among its employees, whereas development is an endeavour to widen an individual’s talents for future responsibilities. (George and Scott, 2012).
Training and development are ongoing efforts to improve employee competence and organisational performance with the goal of increasing staff capacity and performance. Human Resource Management has played an important part in the economic development of most industrialised countries, including Britain, America, and Japan.
A growing country like Cameroon, with its abundant natural resources and financial assistance, can achieve similar economic success if adequate attention is paid to the development and training of its people resources.
Every component and activity inside an organisation involves individuals. For example, a manager will not be successful if his subordinates lack the necessary skills, knowledge, ability, and competence.
Running an organisation, large or small, necessitates staffing it with efficient individuals. Specific job skills, abilities, knowledge, and competencies required in the workplace are not effectively taught in formal schooling.
As a result, most employees require substantial training to ensure that they have the necessary SKAC to contribute meaningfully to the company’s growth. Employees must gain and develop knowledge and skills in order to be flexible and effective in their jobs
and if they are to believe that they are valued by the organisation for which they work, they must see valuable indicators of management commitment to their training needs.
Each new employee must be thoroughly trained not only to gain technical abilities, but also to become an important member of the organisation. Training and development is an area that any organisation must address
and its primary goal is to increase employee competencies so that the organisation can maximise the efficacy and efficiency of its human resources.
It can be advantageous for an organisation to win their employees’ “hearts and minds” by persuading them to identify with the organisation (Armstrong, 2009). Workers must be equipped to function well, which requires an investment in training programmes. These procedures are part of the
The overall human resource management method leads to employees being driven to perform.
Training varies across organisations based on factors such as external and internal environment change, available skills, and management’s perception of training as a motivator (Cole, 2002).
Several companies meet their training needs in an informal and indiscriminate manner; training in these companies is largely impromptu and unsystematic.
Different companies, however, begin by identifying their training needs, then create and conduct training activities in a standard manner, and finally evaluate the training’s outcomes.
1.2 Limitations of the Study
Typically, a project of this sort cannot be completed without obstacles or limits. The constraints were as follows:
The language barrier, as well as the fact that most documents were written in French, limited the researcher’s ability to obtain vital information, as she is from the English-speaking side of the country.
Swearing the oath of bank secrecy as part of the banking policy, the researcher was confined to the study because some employees were uncomfortable responding to interviews (confidentiality and apathy in the bank).
1.3 Research Problem
The researcher found stress in organisations as a result of employees’ lack of mastery over certain responsibilities. Some of these employees’ flaws are frequently overlooked
culminating in punishment, demotion, transfer, or dismissal, causing social conflict at work. The researcher becomes interested in learning how seriously organisations take training and what impact it has on performance.
1.4 Object of the study
The primary goal of this research is to understand how training improves employee performance and organisational productivity. Other goals include determining if organisations have training and development programmes in place
as well as whether these programmes are available to all employees. Also, to investigate the challenges associated with the execution of such projects, as well as the practical outcomes.
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