ABSTRACT
This research work looked into the issue of “An Evaluation of
Training and Development of Human Resources in Organization”. A case study of
Emenite Nigeria Limited and Scientific Equipment Development institute Akwuke
(SEDI). It has been observed that the success or failure of business
organization depends to a great extent on the skills, knowledge and ability of
the human elements in such organizations. In the contemporary times, it is
noted that while some organizations enjoy optimum productivity, efficiency and
effectiveness on the part of their employees, other organizations experience
low productivity and inefficiency. This has been the major reason why it is
observed that while some organizations have failed; others still forge ahead
inspite of all odds. However, the secret behind these discrepancies in performance
(or organizations) lies on the organizations training and development of their
employees’ others consider it a colossal waste of time and money to carry out
such activities. No viable organization can achieve remarkable success without
resource to the concept of training and development – because, its importance
to organization success cannot be underrated. To carry out this study, both
primary and secondary data were extensively used. Specifically, it is
hypothesized that as the perceived attainment of desired know-how increases,
the employee’s productivity will increase. The basic data of this research
consist of interviews, statistical data based on a standardized questionnaire
and other secondary sources. Each interview or questionnaire was prefaced by a
brief statement to the effect that: 1. The employee’s participation was
completely voluntary and did not require that they answer any question. 2. No
name were recorded and 3. All research data were presented in tabular form and
in some other fashion to completely protect employee confidentiality. Several
findings were made in the cause of this research. Permanent among them is that
the benefit of planned and systematic human resources is an inevitable aspect
of organization growth, and for this reason should avail all workers the
opportunity of being trained not only within, but outside their organization to
widen their scope and knowledge on the tasks they perform. For a successful
research work to be carried out, this study was divided into five chapters, and
each of the chapters was exhaustively dealt with in the main text.
TABLE OF CONTENTS
Title Page – – – – – – – – – – i
Approval Page– – – – – – – – – – ii
Certification– – – – – – – – – – iii
Dedication– – – – – – – – – – – iv
Acknowledgement– – – – – – – – – v
Abstract– – – – – – – – – – – vi
Table of Contents – – – – – – – – – vii
CHAPTER ONE
Introduction– – – – – – – – – – 1
- Background of the Study– – – – – – – 1
- Statement of Problem– – – – – – – – 4
- Objectives of the Study– – – – – – – – 5
- Research Questions– – – – – – – – 6
- Research Hypothesis – – – – – – – – 6
- Significance of the Study– – – – – – – 8
- Scope of the Study– – – – – – – – 9
- Limitations of the Study– – – – – – – 9
- Definition of Terms– – – – – – – – 10
References– – – – – – – – – – 13
CHAPTER
TWO
Review of Related
Literature – – – – – – – 14
2.1 Concepts and Definitions of Training and
Development– – 14
2.2 Systematic Approach to
Training and Development– – – 18
2.3 Assessment of Training and
Development Needs– – – – 21
2.4 Types and Methods of Training and Development– – – – 24
2.5
Evaluation of training programme– – – – – – 26
2.6
Problems of Training and Development– – – – – – 29
2.7 Benefits for Planned
and Systematic Resource
Training and Development– – – – – – – 31
2.8 Effectiveness of Training and Development
Programmes of Employees in Organizations– – – – – 33
References– – – – – – – – – – 35
CHAPTER THREE
Research Methodology- – – – – – – 36
3.1 Research Design– – – – – – – – – 36
3.2 Sources of Data- – – – – – – – – 36
3.2.1 Primary Sources of
Data– – – – – – – 36
3.2.2 Secondary Sources of Data – – – – – – – 37
- Instrumentation– – – – – – – – – 37
- Population of the Study– – – – – – – 37
3.6 Method of Data
Collection– – – – – – – 38
- Determination of Sample
Size– – – – – – 39
3.6 Method of Data
Collection– – – – – – – 41
3.7 Validation of the
Data Instruments– – – – – – 42
3.8 Method of Data Analysis– – – – – – – 42
References– – – – – – – – – – 44
CHAPTER FOUR
Data Presentation and
Analysis- – – – – – 45
4.1: Analysis of
Questionnaires Distributed and Returned.
– – – 46
4.2 Section A: Demographic Data– – – – – – – 46
4.3 Data on Education Background – – – – – – – 49
4.4: Hypotheses Testing– – – – – – – – 62
CHAPTER FIVE
- Summary of Findings, Recommendations and Conclusion – – 77
- Major Findings– – – – – – – – – 77
- Recommendations– – – – – – – – 78
5.3 Conclusion– – – – – – – – – 80
Bibliography– – – – – – – – – 83
Appendixes– – – – – – – – – 85
CHAPTER ONE
INTRODUCTION
BACKGROUND OF THE STUDY
It has become an established fact that the success of most
public and private organizations does not depend entirely on how well such
organizations are 63 financed but also on how well the human resources working
in the organizations are experienced. The experiences acquired by these human
elements do not simply come out of the blues, but as a result of the chances
given to them to acquire such experiences. It has been noted that in most organizations,
whether in the public of private sector, those who are found to be more
productive are those workers who have a wealth of experience on their jobs as
a result of training and development
they had acquired. This is why in contemporary times, many managers and
employers in several organizations are no more averse to the concept of
training and development. They have begun to realize the fact that well trained
and developed employees are assets any public & private organizations.
The above explains why
Ubeku (1984:194) opines that “The process of training and development is a
continuous one, and money spent on the training and development of employees of
any public & private organization are money well invested.” He went further
to stress that in public & private organizations employees who have not
received adequate training before being assigned responsibilities lack the
necessary confidence with which to carry out their jobs. For this reason, an
employee should be helped to grow into more responsibility by systematic
training and development, because it is only then that he will feel confident
enough to carry out the responsibility of the job. This is so because it is
only then that the employee believes he knows what is expected of him regarding
the job, and because he can do it, his enthusiasm for the job increases.
Consequently, as noted by
Donnelly (1992:114) “an employee in this position is more likely to originate
ideas as to how best to carry out the tasks of the job. And employees who are
not trained tend to cling to methods they were shown the first time they took
over the job. They are frightened of doing the job in a different way, because
something might go wrong and that risk they cannot take”.
The concept of training
and development is not the task of educational institutions alone. This
explains why in December 1970, according to Ubeku (1984:198), the then federal
commissioner for labour in his address to the 14th Annual General
Meeting of the Nigeria employers consultative Association stressed the role of
employers in training their employees to be able to carry out their
responsibilities effectively. He explained among other things that.
The development of human
resources cannot be entirely the concern of our educational institutions. It is
also the responsibility of other institutions capable of performing training
functions. Every enterprise, whether public or private, necessarily does
considerable on-the-job training, some of which organized, and some haphazard
and accidental… You as employers must realize or recognize the overriding
importance of the development of human resources, without which we cannot
overcome the continuing shortage of trained people as we strive to throw off
the bonds of economic backwardness and seek to achieve the social and economic
objectives of our development plans.
The anxiety of the
government and other private organizations over the scarcity of trained
manpower in the country has been translated into action in the form of
institutions with the function of promoting, training and development in the
Nigerian economy.
However, one may be tempted at this juncture to ask – what
exactly is training and development? According to Armstrong (1984:20) Training
is
the modification of behaviour through experience, and
development is a change towards the better”. Based on this, it then shows that
employers in organizations that have in their policy, the concept of training
and development have paved way for the success and survival of their
organizations, and the subsequent enjoyment of optimal performance on the part
of the employees or workers.
In any case, the
question then is, in the midst of the advantages inherent in the concept of
training and development of employees in organizations,
- How far has the Nigerian
public and private organizations appreciated the idea of training and
developing their workers?
- Also, in what capacity do
the workers receive training and development of employees in organizations.
It is the above questions posed that leads to the study on “An Evaluation of Training and Development of Human Resources. In Pubic Private Organizations’ with special reference to Emenite Nigeria Limited and Scientific. Equipment Development Institution Akuike
STATEMENT OF PROBLEM
AN EVALUATION OF TRAINING AND DEVELOPMENT OF HUMAN RESOURCES IN ORGANIZATION A CASE STUDY OF EMENITE NIGERIA LIMITED AND SCIENTIFIC EQUIPMENT DEVELOPMENT INSTITUTE AKWUKE (SEDI)
