EFFECT OF HUMAN RESOURCES TRAINING AND DEVELOPMENT ON WORKERS PRODUCTIVITY
(A CASE STUDY OF UNION BANK)
CHAPTER I
INTRODUCTION
1.1 Background of the Study
Human resource is a discipline, a professional specialization that has developed in recent years as a broad spectrum, encompassing various field incorporated and synthesis with certain element of personnel management organizational behavior industrial and labour relationship etc
According to Susan, (2012), human Resource is the function within an organization that focused on recruitment of, management of, and providing direction for the people who work in the organization. It is also a strategic and comprehensive approach of managing people and the work place culture and environment (Susan, 2012). Effective Human resource management enables employees to contribute effectively and productivity to the overall company direction and the accomplishment of the organization’s goals and objectives (Susan, 2012).
Human resource management is administrative activities associated with human resources planning, recruitment, selection, orientation, training, appraisal, motivation and also a functions within an organization that focuses on people (Wikipedia, 2012). According to Wikipedia, Human resources is the set of individuals who make up the work force of an organization. Human resource management encompassed activities designed to provide for and co-ordinates, all human element within the organization.
The history of training in business organizations is as long as the entire history of business organizations (Miller, 1996:3). This is because the knowledge base or skills of the normal employees in the labour market is not sufficient for the specialized tasks within the organizations. However, the academic study of various forms of training did not start until about a century ago, when researchers started a branch of research under the name of “vocational training” (Salas and Cannon Bowers, 2001). The beginning of the twentieth century and especially after World War II saw the widespread of training programs among organizations, involving more and more employees and also expanding in content (Luo, 2000). In the 1910s, only a few large companies such as Westinghouse, General Electric, and International Harvester had factory schools that focused on training technical skills for entry level workers. By the end of 1990, forty percent of the Fortune 500 firms in America had a corporate university or learning center (Meister, 1997).
Training in Nigeria could be traced back to 1960 when it was discovered that most of the top government and business positions were occupied by expatriates (Olalere and Adesoji, 2013).
The departure of the whites after independence gave rise to a big vacuum of capable indigenous human capital. This prompted the Federal Government of Nigeria to set up a Manpower Board in 1962 following the Ashby Commissions Recommendations (Olalere and Adesoji, 2013:83). Consequently, the Federal Government of Nigeria established complimentary institutions like the Centre for Management Development (CMD), Administrative Staff College of Nigeria, Industrial Training Fund (ITF), and Federal Training Centre to train and retrain employees as well as give orientation to fresh graduates of formal academic institutions (Olalere and Adesoji, 2013).
Today, we are witnessing an overwhelming number of research studies from both descriptive and prescriptive traditions, focusing on several characteristics of training programs as well as their costs and benefits for business organizations (Becker and Gerhart, 1996). At the same time, organizations have come to better understand the significance of training for their survival in knowledge-intensive and volatile markets of this era, and thus have increasingly acknowledged the profitability of developing their human resources through various forms of training (Berge, 2001; Salas and Cannon-Bowers, 2001). Human resource capital of any organization plays an important role, thus training and retraining helps in fortifying employees (Khan, Khan and Khan, 2011).
Despite the obvious significance of training, the enormous expansion in the content of training programs over time has largely been taken for granted. Some Human Resources Departments rarely question the necessity and appropriateness of training a particular employee at a particular time. Often times, there are ulterior motives why employees are sent on training. Mourdoukoutas (2012) found out that some of those organizations that neglect employee training do so because of the huge cost of training and the fear of losing those employees after training them.
1.2 Statement of the Problem
The perception of employees on training has a greater impact on the success of any organization. If the employees are satisfied with the training policies of the organization, this will have a positive impact on the organization’s productivity. The perception or attitude of employees is transformed into positive or negative behaviour. How do the employees see employee training policies of the organization? How seriously does the Management take the Training Policy of its organization? Some see training and development as a waste of time and resources that would have been employed in the production of goods and services that will yield profit to the organization. Sometimes, the fear that an employee could leave the organization after training affects the employees training and sometimes makes it unplanned and unsystematic.
The procedure and process usually adopted by some Human Resource Departments in the identification of those employees that require training are worrisome. Employees sometimes go for training for personal reasons which include enriching themselves; preparing themselves for other positions in other organizations; power play/politics; because he/she knows the person in-charge of training and not necessarily because there is an identified skill gap which needs to be filled through training. Often times, the HR Department does not conduct training needs assessment. Employees’ training selection criteria ought to be systematic and free from bias. It must follow a lay down procedure to ensure that the right candidates are sent for training for positive effect on organizational performance.
1.3 Objectives of the Study
The main objective of the study is to investigate the effect of human resources training and development on workers productivity with focus on the processes and procedures of selection employees for training. However, specific objectives of the study are as follows:
1. To identify the existing Training and Development trends & programs in an organization
2. To assess the relationship between Training and Development and employees’ performance.
3. To ascertain the extent to which training delivery style affects employee productivity;
4. To find out the relationship between employee perceptions of training and organizational productivity; and
5. To determine the extent to which employee training affects organizational performance.
1.4 Research Questions
The research questions were drawn in line with the objectives as follows:
1. To what extent does selection procedure of employee for training affect organizational productivity?
2. To what extent does training design affect organizational performance?
3. To what extent does training delivery style affect organizational performance?
4. What is the relationship between employee perception of training and organizational productivity?
5. To what extent does employee training affects organizational performance?
1.5 Significance of the Study
The significance of this study cannot be over-emphasized and can be viewed from the following perspectives.
1. The study will help the top management in taking strategic decision that affect training and development for the overall growth of the industry.
2. Members of Staff of the two manufacturing industries to be used as case study will have adequate knowledge as to the importance of training and why it is necessary that they are trained from time to time.
3. The study will help the Human Resource Department in proper planning and execution of training and development programmes.
4. Future researchers will also find this work very useful as reference materials for further studies.
5. The study will be useful to the researcher as it will help her in actualizing her dream and lead her to the completion of M.Sc. program in Management.
1.6 Scope of the Study
The study focused on the investigation of the effect of human resources training and development on workers productivity. The study was delimited to training and development programmes, employee training design and delivery style, post-training performance evaluation of training on organizational performance.
The geographical scope of the work is Ogun State of Nigeria. The Union Bank located at Blot B, Onikolobo Road, Ibara, in Abeokuta Ogun State was chosen for the study.
1.8 Limitations of the Study
This study is limited to the effect of human relation resources training and development on workers/employee productivity.
1.9 Operational Definition of Terms
Delivery style: This is a set of a systematic processes designed to meet learning objectives related to trainees' current or future jobs (Simmering, M.J., www.referenceforbusiness.com).
Training design: This is the process of creating a blueprint for the development of instruction for a training for positive impact (O’Toole, S., eHow Contributor).
EFFECT OF HUMAN RESOURCES TRAINING AND DEVELOPMENT ON WORKER'S PRODUCTIVITY
EFFECT OF HUMAN RESOURCES TRAINING AND DEVELOPMENT ON WORKER'S PRODUCTIVITY