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EMPLOYEES PERCEPTION OF STAFF
TRAINING AND PERFORMANCE IN GUINNESS NIGERIA PLC, EDO STATE NIGERIA
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
Training is
the organised way in which organisations provide development and enhance
quality of new and existing employees. Training is viewed as a systematic
approach to learning and development that improves the individual’s, group’s
and/organization’s mode of performance (Ekpenyong, 1984). Thus it is the series
of activities embarked upon by organisations that lead to knowledge or skills
acquisition for growing purposes, thereby contributing to the well being and
performance of human capital, organisation, as well as the society at
large. Simpson (2002) viewed training as
an act of intervention to improve organisation’s goods and services quality in
stiff competition by improvements in technical skills of employees.
Thus the
success of organisations is dependent on its knowledgeable, skilled as well as
experienced workforce. Therefore in order to maintain sustainability,
organisations must see continuous employee training and development as valuable
ingredient. Training which actually brings about employee performance is very
essential and needs utmost attention at all employee levels, due to the reason
that skills erode and become obsolete over a period of time and has to be
replenished (Afshan et al 2012). However,
Goldstein & Ford (2002) viewed training as an instrument that fundamentally
affects the successful accomplishment of organizations’ goals and objectives.
That is, the optimum goal of every organization is to generate revenue and
maximize profit as well as having a vital tool to realize an efficient and
effective workforce. Thus a workforce is only efficient and effective if the
appropriate training and development is provided for such and therefore leading
to productivity.
In employee
development, which directly implies acquisition of new knowledge and skills for
purpose of growing, organisations must provide employees with development
programmes in order to enhance their capabilities, since employee development
is gaining an increasingly critical and strategic imperative in organizations in
the current business environment (Bartram and
Callinan, 2002). Thus organisations need to invest in continuous
employee development in order to maintain employees as well as the
organisation’s success (Chay and Norman, 2003). That is, training has been invaluable
in increasing productivity of organizations. It does not only enhance employees
resourcefulness, but also provides them with an opportunity to virtually learn
their jobs and perform more competently, thereby increasing not only employees’
productivity but also organizations’ productivity as well as performance. In
other words, researches of different kinds indicate the positive impact of
training on employees’ productivity. Training as a process is one of the most
pervasive methods to enhance the productivity of individuals and communicating
organizational goals to personnel (Ying Chu, 2004).
Investing in
training employees on decision making, teamwork, problem-solving and
interpersonal relations has beneficial impact on the organizations’ level of
growth, as well as impacting on employees’ performance. Training affects
employees’ behaviours and their working skills which results, into employees
enhanced performance as well as constructive changes (Heyes & Stuart,
1996). However, training is the most effective way of motivating and retaining
high quality human resources within an organization (Bartram et al 2002). Thus,
one major area of the Human Resource Management function which is of particular
relevance to the effective use of human resources is training. In order to
sustain economic growth and effective performance, it is important to optimize the contribution of employees to
the aims and goals of the organization.
The
importance of training as a central role of management has long been recognized.
In order to contribute uniquely to expected vision, ability and performance of
organization, training is necessary to ensure an adequate supply of staff that
is technically and socially competent and capable of career development into
specialist departments or management positions. Therefore for continual staff
development, training fulfils an important part of this process. That is, training should be viewed as an
integral part of the process of total quality management.
However, we
may add that technological developments and organizational change have
gradually led some employers to the realization that success lies in the skills
and abilities of their employees through considerable and continuous investment
in training and development, but many organizations meet their needs for
training in an ad hoc and haphazard way. These type of organizations are more
or less unplanned and unsystematic. To avoid this, training must be
systematically posed in the organization. This study empirically investigates
staff training and employee performance in Guinness Nigeria plc, Edo State to
determine the weakness and proffer necessary recommendations. It has been
observed that from the last decade Guinness has been one of the fastest growing
sectors in Nigeria. This is the result of increasing demand for well trained
workforce. The study focuses on staff training and employee performance. That
is, for performance, innovativeness and competitiveness to be actualized, the
most vital ingredient is workforce’s knowledge and skills. If an organization
wants to remain competitive then it has to maintain continuous improvement of
its workplace through education, training and technological development. Invariably, employer should know that to
attain success demands the enhancement of employee skills and abilities, and
this required uninterrupted investment in training and development.
1.2 Statement of the Research Problems
There is a
correlation between training, manpower development, and performance. The
linkage hinges on the fact that training and manpower development activities,
if specifically directed brings about the acquisition of professional
competence, attitudes and behaviours which in turn contributes extensively to
improvement in job performance (Bartlett, 2001). Employee is a key element of
the organization’s growth. The success or failure of the organization depends
on employee performance. Therefore, the relationship between employee training
(employee learning, skill growth, self directed, employee attitude) and
employee performance and growth are areas that should constantly demand the
attention of researchers. Employee performance depends on many factors like job
satisfaction, knowledge and management but there is a relationship between
training and performance (Raymond, 1996).This shows that employee training is
important for the performance of the organization and development. It is
beneficial for the employee to improve his performance. It is very difficult
for an employee to perform well at the job place without any pre-training (Tai,
2006). Thus, trained employees perform well as compared to untrained employees
( Nick and James, 2009). It is very
necessary for any organization to give its employees needed training for
overall goal attainment of the organization through a better performance
(Shepard et al, 2003).
To attain
profit, most organizations are so focused on the marketing department to
increase advertisement budget to boost sales of their products. Nevertheless,
these profits boosting styles are appropriate, but in most cases, cannot
guarantee increase without a well trained staff that are creative, futuristic
and posses the ability to churn out product that meet the pressing needs of
customers in the most appropriate way. Effectiveness of organization hinges on
its achievement and sustenance of profitability and viability. Huge efforts
have been made to increase sales and profit without looking at the effect of
improved manpower ability in the production of goods and services that give rise
to profit. Sociologically, to ascertain the constraints to regular staff
training by organization become advantageous.
Firms with
higher levels of staff training tend to have greater growth ambitions (Scholl,
2003). Thus major determinants of organizational growth depend largely on
continuous training and staff motivation. Some organizations recognize their
manpower as one of contributing factors for growth but do not allocate much
developmental attention to it. A highly motivated manpower has lower productivity
without adequate training; and without training manpower cannot be motivated to
increase performance. That employee performance is directly proportional to
their organizational performance is an assumption left adequately untested
(Wright & Geroy, 2001).Therefore, there is need to empirically ascertain if
manpower training does induce worker’s higher performance and productivity
,since organization’s performance depends on individual performance (Tracey et
al 2001)
However,
human resources must be equipped with strategies to coordinate raw materials,
finances, machines for the avoidance of wastage. It means therefore, the
quality of human effort involved in organization must be given adequate
attention to enable performance and sustainability. In other words, the best
management practices in terms of human resources management is being in
possession of current understanding of its manpower in terms of individual and group values, learning capacities and
perception(Michael, 2000). Formation and expression of perception in
organization determine and influence behaviors
and how meaning attached to
organization programmes, activities and purposes. Training is organized usually
for employees by management, and how successful the training is, largely depends
on how the beneficiary (employees) think, see or make sense of it. From
available literature, it is proved that there is little research attention on
this aspect of manpower training. This study evaluating the employees
perception of staff training and performance in Guinness Plc Benin, Nigeria.
Therefore if training and retraining is
a function of observed training needs and the amount of changes which have
taken place in the techniques of production (Champathes, 2006). Then Investigation is needed to ascertain
whether employees’ perception of training given to them are relevant and
suitable for adequate performance.
1.3 Research Questions
Empirical
questions, which this study seeks to answer are:
How
appropriate are the staff training programmes?
Does staff
training contribute to the widening of organizational profit margin?
What are the
social constraints to regular and adequate staff training?
What are the
contributions of staff training on workers’ productivity and attitude to work?
What are the
determinants and nature of employees’ perception of staff training?
1.4 Objectives of the Study
The focus of
this research is on employees’ perception of staff training and performance in
Guinness Nigeria plc, Benin City, Edo State. It has two major objectives;
general and specific objectives. The general objective is to explore employees’ perception on training and
performance in Guinness Nigeria plc, Benin City. Extracting from the general
objectives are five specific objectives as follows:
(1) Evaluate the appropriateness of staff
training given to workers in Guinness
Nigeria plc .
(2) Assess the impact of staff training on
organization’s financial turnover and profit margin in Guinness Nigeria plc
(3) Investigate constraints to regular
staff training in Guinness Nigeria plc
(4) Examine the impact of staff training on
workers attitude to work and productivity in Guinness Nigeria plc
(5) Examine employee’s perception of staff
training in Guinness Nigeria plc
1.5 Research Hypotheses
The under
listed are represented by the propositions with which this study searched for
the relationship between manpower training and organizational growth
There is no
significant relationship between training designed for a job and the learning
of new relevant skills and knowledge from the training.
There is no
significant relationship between the increase in company profit and the extent
of the contribution of training to the company’s profit increase.
There is no
significant relationship between the company’s staff training programmes and
improvement in workers performance/productivity.
There is no
significant relationship between the enjoyment of job and improvement in productivity
due to training.
There is no
significant relationship between the training designed for jobs and
improvement/increase in work performance.
1.6 Significance of the Study
Training of
employees is an essential activity for all organisations. Training provides
employees with the key knowledge and skills that they need to perform their
job. That is, management should not only identify requirement, specific skill,
ability and offer employment based on minimum or specific qualification as well
as provide them with tools and materials to discharge their tasks, but to
consider the growth of company/organization through training to assess
psychosocial forces in the causal relationship between staff training and
organisation growth.
However,
many organizations are curious about the importance of manpower training as a
way to realize maximum growth of organization, but have little or no knowledge
on how to go about such manpower training or programmes that enhance
organizational success and growth. The result from findings and recommendations
of this study will help all stakeholders in organizations to know the level or
impact of equipping employee with the appropriate and latest skills, and how
knowledge on individual and group performance can affect organizational growth.
Likewise,
benefit from this study will bring to knowledge of those involved in training,
planning and execution the extent to which psychosocial factors, from employee
angle, affect training result and purpose.
In addition,
the challenges to appropriate and regular training of employee will be exposed
in this research work. This will help management to discover and handle issues
that would impede appropriate training of manpower to enable it achieve the
benefits and goals of the organization.
1.7 Scope of the Study
This study
conducted within the organizational framework of Guinness Nigeria plc, Benin
City, located at Ikpoba Okha Local Government Area of Edo State. Data relating
to employees perception of staff training on worker productivity, and workers
performance/growth together with appropriateness, constraints, and workers
perceptions of training were obtained from both employee and members of
management.
1.8
Definition of Key Concepts
The key
concepts that constitute the variables for the study that re-occur all through
this dissertation are listed below with their definition.
Training:
This is formal exposition and teaching of employees the strategies, skills,
technology and technical-know-how which they evidently did not have prior to
the teaching or exposition.
Employees
Perception: This refers to how employees see or understand the effect of
training (positive or negative) given to them.
Staff/Manpower:
This simply refers to members of staff, personnel, employees, and workers that
are employed or in pay roll of Guinness Nigeria Plc.
Management
Staff: These are personnel that are in the company’s management cadre that make
major decisions that affect and influence non-management employees’ activities
in the company.
Workers’
Productivity: This refers to the ability of employees to handle tasks according
or more than the expected level under an objective work condition.
Performance/Growth:
This refers to a situation in which the company experiences increasing output,
sales and profit, as well as meeting yearly or quarterly targets.
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