THE IMPACT OF TRAINING ON EMPLOYEES PRODUCTIVITY
ABSTRACT
This project work investigated impact of training an employee’s productivity where Odu’aInvestment Company limited was used as a case study. Despite its importance and contribution of training employees to the development of the company, their activities have been hindered/incapacitated by lack of access to finance and education. The data utilized in this study was obtained through descriptive survey design. Questionnaires were designed to obtain information from the respondents. Percentage tables were used to analyze the response while spearman’s correlation co-efficient (R) was adopted to test for the operational hypothesis. Finally, based on research findings; it u/as generally observed that there were no positive relationship between the frequency of training and employee’s job performance at Odu’A investment limited. In view of this useful recommendation were on the aspect of policy implementation that regular training programme should be made ·to continue as the priority of the organization for employee’s attitude, skills and knowledge acquisition about their profession.
CHAPTER ONE
1.1 INTRODUCTION
Any organizations that want to succeeds and continue to succeed, has to recruit and maintain a workforce consisting of people who are willing to accept change and willing to learn and develop continuously. This is true of everyone in the workforce from the Chief Executive the newest recruit. Training and the development of human potential is so important in the effective management of charge, and in the maintenance of a skilled workforce, that is has to be a main board responsibility. Whether the person is called Human resources Director, personnel Director, Training Director, or people Director does not matter as long as the person exists and is given the budget necessary to do the job. The job of such person can be divided into three main parts. Defining and monitoring the people skilled and needs. Recruiting ‘people capable of meeting, or of developing these needs. Providing the learning opportunities and resources needed by the people.
1.2 STATEMENT OF THE PROBLEM
Learning involves a constant interaction between people and their environment through that is exciting, and the one in which people have fun would lead to considerable learning growth. Building a learning organization means encouraging people to be themselves, to question and explore their working environment and to be able to influence what goes on around them. For this to happen, changes have to take place in what we call the conventional rule-based organization, where supervision is concern with getting the line rather than to grow. To learn, people have to open their minds to ideas and suggestions that are provided in the learning organization. (Cutinski 2003).
Training is not an activity, which is separated from day to day activities, it is instead and inherent part of the working environment. When a person need to know something, or want to learn something, the information and the facilities to learn should be immediately availableto them. Sometimes this may be done whilst the work activity continues, and sometimes a short break may need to be taken. Where it is not possible for the work activity to be interrupted, people should be made to have access to training as soon as they can. Learning may be customers (or clients), suppliers, competitors, market place or the workforce. In· this way, training is not only accepted, it is eagerly sought for, and the challenges it brings is welcomed. This experience tends to reduce the impact of change that would, strengthen the organization’s ability to be more flexible.
Learning culture tends to grow from practice and example. When senior management acts in a way that shows the people who work for them that they are willing to listen and learn, and that they believe in constant and continuous attention to the learning needs of others, then people would model their own attitudes accordingly. There is no way that a new approach can be announced it has to be introduced slowly and carefully, starting with the Chief Executive. An effective training cultures should include among others the following:
On The Job
· The average off the job training must be relatively high.
· Training budget must be reasonable and be properly used
· Managers must recognize the potential value and importance of training.
· Good performance should be related to good training by the managers.
There must be detailed job descriptions:
Unfortunately, there are being taken for granted by the modern managers who should have known better, especially in the developing countries including Nigeria. In recognition of the above facts, a sustained training culture in any organization should include the following five related elements.
Ø A general awareness programme “Learning for Growth”.
Ø A “Performance Impact Review” which relates individual performance to success (profitability) of the business.
Ø The establishing of “Competency Targets”.
Ø A series of courses for management helping people to learn.
Ø A complete overhaul of training and the development of a “Learning Centered Approached”.
The link between the performance of people and profit (or other indicators of success) is generally accepted as being obvious. However, when individuals are asked how their performance are impact on profits, they are often hard pressed to produce a direct link. The link can be established for every member of the workforce. Once this is established, it is possible to measure how improved performance can increase profit. This was the trust of the research.
1.3 OBJECTIVE OF THE STUDY
The main objective of this study was to explore the relationship between employers training and productivity.
The sub objective include the following; to know the impact of attending training programmes based on identified need on job commitment.
· To ascertain the effect of instructors/facilitators subsequent job behavior.
· To know the extent to which training alone can enhance workers performance without other motivational techniques.
·To determine the extent to which other techniques of motivation can be combined with training to maximize the impact on employee’s productivity.
1.4 SIGNIFICANCE OF THE STUDY
The relevance of the study was that is tends to show the extent to which training can used to resolve the problem of poor worker’s productivity. Further the study highlight the awareness of training and its contribution to high productivity. Also, the analysis and result of the work shared that training, though is an important factor in productivity, it has to be pursued in the line with other techniques of motivation to be able to have maximum impact on worker’s performance. The study constitutes as database that can serves as the basis of comparing organization with respect to training and even inter boundary comparison. Lastly, the information so far generated in the process of carrying out the search has added to the existing body of theories and application of concept in human resources management literature.
1.5 RESEARCH DESIGN AND METHODOLOGY
This study will rely on both primary and secondary sources of data. The primary sources will consist of opinions of sample of the management staff of Odu’a Investment Company Limited obtained through an interview and a questionnaire administered by the researcher. The sample will be selected through random numbers. The secondary sources will consist of textbooks, journals and official-records in search of relevant information on the topic under study.
1.6 RESEARCH QUESTIONS AND HYPOTHESIS.
The following questions were addressed in the course of carrying out this study
a) What is the impact of training on production?
b) Those attending training based on identified need necessary enhance job commitment
c) What are the influence of facilitator’s presentations on the employees subsequent job behaviors
d) Can training in isolation be pursued to address the problem of employee’s low productivity?
e) How can other motivational techniques be combined with training to produce better result.
Whereas the research hypothesis to be tested in this study includes
Hypothesis I
Ho: there would be no correction between the frequency of training and employees job performance.
Hi: there would be a positive correction and employee’s job performance.
Hypothesis II
Ho: attending training programmes based on identified needs would not lead to an increase in the level of job commitment.
Hi: attending training programmes based on identified need would lead to an increase in the level of job commitment.