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The purpose of this study is to find out the impact of employee training and development on employee’s performance. The results show that significant positive relationship exists between employee training and development and the employee performance. Training and Development, On the Job Training, Training Design and Delivery style are four of the most important aspects in organizational studies. The focus of current study is to understand the affect of Training and Development, On the Job Training, Training Design and Delivery style on Organizational performance. The back bone of this study is the primary data and comprehensive literature review.Studies on training (learning) participation in human resources development program in the organizations are very sparse despites its importance in human resources development activities. This study tends to focus attention on identifying the factors influencing theemployeesperception of’ training and development on organization.
1.1 Background of the study
The beginning of 21st century has seen a dramatic surge among the businesses to attract and retain talent. This is much due to globalization, technology exploitation (Allen, 2010) and above all increased competition (Qayyum, Sharif, Ahmad, Khan, &Rehman, 2012; Kumpikaite&Sakalas, 2011). Employees need to be provided with a continuous learning atmosphere to keep themselves on track with the organizational mission & vision. In view of Spender (2001, as cited in Taylor & Ray, n.d.) employees must gain varied skills and broad knowledge in terms of various personal as well as professional attributes. It is performance that is the ultimate goal of any business’s efforts that leads towards the achievement of market leadership and capturing of unbeatable talent. These two are crucial for the organizations and are part of the organizational strategic mission (Mwita, 2000, as cited in Abbas &Yaqoob, 2009). To get training was once thought of as an extra effort to excel personally and perform up to the mark in one’s job but now it has become a matter of basic need to be trained to learn the change and adapt to the advancements in work practices (Garner, 2012). Also it is an undeniable fact that in response to the changing work practices if employees are not provided with chances to enlarge their professional experiences then this may lead them to skill obsolescence. Skill obsolescence has been defined by Greenhaus, Callanan, &Godshalk (2000) to be the absence of sophisticated know-how and advanced expertise required to accomplish organizational tasks. Such a situation has led organizations, regardless of their size and scope of operations, to focus on competency based hiring and set challenging job tasks. Competency based hiring is not all that is done but also employees are trained and developed to be proactive and leaders through precisely designed training and development (T & D) programs. These T & D programs together with offering basic skill enhancement also help in gaining advanced job related knowledge to avoid skill obsolescence. Noe (2008); Frederick & Stephen (2010); &Qayyum et al. (2012) suggest that it is an organization’s management responsibility to facilitate the workforce through training & development to remain competent in their profession. They support their argument by saying that allocating resources and funds for training the employees is in the very interest of the organization itself as it has a positive effect on productivity. As highlighted in the literature review section, there is a relationship between training & developing employees and their job performance. Now through this study we are intended to check out this relationship on factual grounds by taking the banking sector of Pakistan as basis for this. In banks, the importance of T & D is inevitable as they fall in the services sector. Customer services are something that must be delivered carefully and at the maximum as the needs and wants of customers goes on changing.
Human resources (Armstrong, 2009) have played a significant role in the economic development in most developed countries.
Developing countries like Ethiopia, can adopt these lessons to their growing economy. To manage an organization both large and small requires staffing them with competent personnel. The formal educational system does not adequately teach specific job skills for a position in a particular organization. Few employees have the requisite skills, knowledge, abilities and competencies needed to work effectively. As a result, many require extensive training to acquire the necessary aforementioned requisites to be able to make substantive contribution towards the organization’s growth. Training is imparting a specific skill to do a particular job while development deals with general enhancement and growth of individual skill and abilities through conscious and unconscious learning. The main purpose of training and development is by improving the employee competencies so that organizations can maximize efficiency and effectiveness of their human assets. Armstrong (2009) clearly stated in his book that organizations could benefit from training and development through winning the “heart and minds of” their employees to get them to identify with the organization, to exert themselves more on its behalf and to remain with the organization. If employees are to experience flexibility and effectiveness on the job, they need to acquire and develop knowledge and skills, and if they are to believe that they are valued by the organization they work for, then they need to see visible signs of management’s commitment to their training and career needs. Training and development are the processes of investing in people so that they are equipped to perform well. These processes are part of an overall human resource management approach that hopefully will result in people being motivated to perform. It goes without saying therefore that the training and development of employees are an issue that has to be faced by every organization. However, the amount, quality and quantity of training carried out vary enormously from organization to organization. According to Cole (2002), factors influencing the quantity and quality of training and development activities include: the degree of change in the external environment, the degree of internal change, the availability of suitable skills within the existing work-force and the extent to which management see training as a motivating factor in work. Many organizations meet their needs for training in an ad hoc and haphazard way. Training in these organizations is more or less unplanned and unsystematic. Other organizations however set about identifying their training needs, then design and implement training activities in a rational manner, and finally assess results of training. It is worth noting that Nigeria has a large numbers of not-for-profit organizations that are employing the significant number of human resources with diversified skills. Abuja is the capital city of Nigeria with a total population of over 160 million people. However, despite the execution of civil service reform, many clients frequently complain on the service they received from these offices. Since the District Administrative Offices are newly established structure, the issue could be attributable to employee training and development activities
1.2 STATEMENT OF THE PROBLEM
The ultimate goal of any businesses is performance that is efforts that leads towards the achievement of market leadership and capturing of unbeatable talent. These two are crucial for the organizations and are part of the organizational strategic mission (Mwita, 2000, as cited in Abbas &Yaqoob, 2009). To get training was once thought of as an extra effort to excel personally and perform up to the mark in one’s job but now it has become a matter of basic need to be trained to learn the change and adapt to the advancements in work practices (Garner, 2012). Also it is an undeniable fact that in response to the changing work practices if employees are not provided with chances to enlarge their professional experiences then this may lead them to skill obsolescence. Skill obsolescence has been defined by Greenhaus, Callanan, &Godshalk (2000) to be the absence of sophisticated know-how and advanced expertise required to accomplish organizational tasks. It is on this note that the researcher intend to investigate the effect of employees’ perception, training and development on organizations performance.
1.3 OBJECTIVE OF THE STUDY
The main objective of this study is to ascertain the effect of employees’ perception, training and development on organization performance. But for the completion of the study, the researcher intends to achieve the following sub-objective;
i) To ascertain the effect of training on employees’ performance in an organization
ii) To investigate if there is any significant relationship between employees’ training and attainment of organizational goal
iii) To ascertain the impact of employees’ training in the development of the employee on the job
iv) To ascertain the role of management in the training and development of the employee.
1.4 RESEARCH HYPOTHESES
For the successful completion of this study, the following research hypotheses are formulated by the researcher
H0: training does not have any significant effect on employees’ performance in an organization
H1:training has a significant effect on employees’ performance in an organization.
H0: there is no significant relationship between employees’ training and attainment of organizational goal.
H2:there is a significant relationship between employees’ training and attainment of organization goal
1.5 SIGNIFICANCE OF THE STUDY
It is believed that at the completion of the study, the findings will be of great importance to the human resource management, as the study seeks to enumerate the importance of employees’ training on the productivity of the staff of the company.the study will also be of great importance to the employees’ them self as the organization will attached more value to a well train and skilled personnel than the un-train one. The study will also be useful to researchers who intend to embark on research in similar topic,Finally the findings of this study will also be immense benefit to government, academia, scholars, researchers and the general public.
1.6 SCOPE AND LIMITATION OF THE STUDY
The scope of this study covers the effect of employees’ perception, training and development on organization performance, but in the course of the study there were some factors which militate against the study thereby limiting it scope.
a) AVAILABILITY OF RESEARCH MATERIAL: The research material available to the researcher is insufficient, thereby limiting the study.
b) TIME: The time frame allocated to the study does not enhance wider coverage as the researcher has to combine other academic activities and examinations with the study.
c) FINANCE: The finance available for the research work does not allow for wider coverage as resources are very limited as the researcher has other academic bills to cover
1.7 DEFINITION OF TERMS
A performance, in the performing arts, generally comprises an event in which a performer or group of performers present one or more works of art to an audience. Usually the performers participate in rehearsals beforehand. Afterwards audience members often applaud
Training is teaching, or developing in oneself or others, any skills and knowledge that relate to specific useful competencies. Training has specific goals of improving one's capability, capacity, productivity and performance. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labor-market recognize as of 2008 the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of training as professional development an infection.
1.8ORGANIZATION OF THE STUDY
This research work is organized in five chapters, for easy understanding, as follows. Chapter one is concern with the introduction, which consist of the (background of the study), statement of the problem, objectives of the study, research questions, research hypotheses, significance of the study, scope of the study etc. Chapter two being the review of the related literature presents the theoretical framework, conceptual framework and other areas concerning the subject matter. Chapter three is a research methodology covers deals on the research design and methods adopted in the study. Chapter four concentrate on the data collection and analysis and presentation of finding. Chapter five gives summary, conclusion, and recommendations made of the study.
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