This study examines the effects of training on job performance. It is the contention of this study that training plays an important role in the performance of the workers. The data for this study are collected through questionnaire and personal interviews. However, the questionnaire forms the major instrument of data collection. The simple random sampling method is used to select the respondents of the study. It was observed that training and development which are essential roles in an organization, due to constant changes in technology, training and development have been consulted to give process of selecting workers for training when the need of different types of training and process of training arise. Based on the findings some recommendations were made amongst which are: The organization should concentrate more in the training and development programme such as on-the job training, conferences, workshop etc. this will go a long way in improving the quality of services delivery of the employees and management staff.



Title Page                                                                        





Table of Contents                                                    

Chapter One: Introduction                                   

1.1   Background to the Study                                                

1.2   Statement of the Problem                                               

1.3   Objective of the Study                                             

1.4   Research Questions                                                

1.5   Statement of the Hypothesis                                           

1.6   Scope of the Study                                                  

1.7   Significance of the Study                                        

1.8   Limitations of the Study                                         

1.9   Operational Definition of Terms                                               Chapter Two: Literature Review

2.1   Introduction                                                            

2.2   The Review

2.2.1 Concept of Training

2.2.2 Meaning of Training

2.2.3 Types of Training

2.2.4 Staff Selection for Training

2.2.5 Determine when Training is needed

2.2.6 Advantages of Effective Training on Job Performance in an Organization

2.2.7 Cost Benefit Analysis of Training and Development Programmes

2.7.8 The Fundamental Purpose of Training and Development

2.2.9 Theoretical Framework

2.3   Summary of the Review

Chapter Three: Research Methodology        

3.1   Introduction                                                            

3.2   Research Design                                                     

3.3   Population of the Study                  

3.4   Sample/Sampling Techniques                        

3.5   Instrumentation

3.6   Method of Data Collection                                      

3.7   Method of Data Analysis                                         

Chapter Four: Data Presentation, Analysis and Discussion of Findings

4.1   Introduction                                                            

4.2   Data Presentation and Interpretation

4.3   Data Analysis and Hypotheses Testing

4.4   Discussions of Findings

Chapter Five: Summary of Findings, Conclusion and Recommendations                                                

5.1    Introduction                                                                          

5.2    Summary of Findings                                                  

5.3    Conclusion                                                                            

5.4    Recommendations                                                                

5.5    Suggested Areas for Further Studies


Appendix I                                                                             

Appendix II                                                                            



1.1      Background to the Study

Training is the modeling of behaviour or the art of closing things in other to meet the organizational goals and objectives.

According to the oxford advanced leaner Dictionary of current English, Training gives teaching and practices to a child in order to bring a desired standard of behaviour, efficiency of physical condition.

Training and development have become a veritable tool in the hands of organization because of the changing environment in which these organizations exist.

Technologically, legally and personally, there is constant charger and any organization whether profit oriented or not that does not change with the changing time will itself behind. For example technologically new products and new methods of manufacturing these product and rendering these services, take place every day and organization that do not change with the tie will find itself behind.

Economically, consumers are becoming more sophisticated in the consumption pattern and they are demanding new and better products and service for their money, and any organization that cannot meet the demands of its clients may likely dwindle to nothingness. 

Legally, the government in its bid to cater for the interests of its citizens to render who should employed and how employees should be treated in the working place. Any organization that is not in tune with these legislative will find itself sanctioned with litigations right and left.

Personally employees are becoming more aware of their needs they are becoming more assertive and able to demand for their rights. They are becoming less satisfied with doing the same type of job year in year out, and as such they become agitated. Any organization that does not therefore later to the need of its employees will find a drastic increase in its liberalism- over and an astronomical increase in the cost of running the organization.

Any organization therefore, that does not take training and development seriously will be left behind in the scheme of things and that is why Yoder (2010) said “Raw” human resources can make only limited contribution towards the achievement of an organization objective in their underdeveloped state, demand and opportunities for their employment are very limited with the trend clearly toward further declines. At the same time, however, demand for “developed human resources knowledgeable, skilled workers exceed suppliers. In this setting, mangers cannot escape the responsibility for training and development for the human resources they employ and lead”.

He went further to say that “these responsibilities persist because self improvement is important in every stage of workers and manager’s careers. That all through the workers career, training may be essential to insure satisfactory job performance, and equally important in preparation for new transfer promotions and shift to equipment and technology.

Conclusively he opined that “training is a means of preparing rank and file employees for promotion to suspensor position and for improving their competence and capabilities while they hold such leadership assignment. In the contribution he makes to organizational growth and development Ubeku (2005) says that money spent on- training development of employees in money well invested. Employee who have not assigned with responsibilities lack the necessary confidence with which to carry out the job. He went further to advice that “an employee should be helped to grow into more responsibility by systematic training and development, it is only then that he will feel confident to carry out the responsibilities the job”.

In the view of Carrel and Kuzmits (2005), training and development become very important because of the need for decision makers to make their organization more effective. Managers of privately owned complained must enhance their organization profit and their stakeholders’ returns by increasing sales or reducing cost or both. And because government administration at all level have come under increasing pressure to provide more effective and efficient services and because the need to achieve goals as effectively as possible is common to all organization, public, private, large and small.

In spite of those apparent needs for training and development and the benefit derivable from the programme some organization and managers have no forth in it.

According to King (2015) there are a lot of good reasons why training should be rather neglected, many management view the establishment of training system as an investment. He went further to say that the relationship of training to improve profit margins is the one that is seen clearly by only a few advanced firms.

Uberu (2011) discovered that “there are many employers in this country who still don’t believe in the philosophy of training. According to him “among the worst offenders are the small manufacturing companies, contracting companies and the small shopkeeper” so long as the employed can be used to get the money, such employer are not interested in training programmes for their employees. To them, training is redundant, he concluded.

In Adeniyi (2011) view, an important aspect of human resources management which is often neglected today is staff training and development. This is so because in most organizations, the top management regard training as of marginal importance and therefore gives it only a token support. Many managers who institute the programm do so because that is the fashionable thing to do, he concluded. From the foregoing, it could be seen that there are still those who believe that training and development are unnecessary. The task before this research therefore is to find answer to this vital questions: Does training and development have any impact on productivity in manufacturing concerns.

1.2      Statement of Problem

In spite of the apparent benefits of training and development, it is the view in some quarter that the programme is time wasting expensive, redundant and are therefore unnecessary. Due to the complexity in the modem business environment labour needs to be train and retrain in order to function effectively in a global setting. The researcher is of the view to carryout an investigation to find out the impact of training on job performance in an organization.


1.3      Objective of the Study

This research work was embarked upon for the following reasons.

i.      To ascertain if there is any significant benefit from organization sponsored training and development on employees performance.

ii.     To determine if there is any relationship between training/development and the quality of organization product.

iii.    To find out if training and development can enhance shareholder’s wealth.

1.4      Research Questions

In order to achieve the objective(s) of this study the following research questions need to be answered.

i.      Is there any significant benefit from organization-sponsored training and development and employee performance?

ii.     Is there is any relationship between training/ development and the quality of organization’s product?

iii.    Does training and development contribute to the maximization of shareholders wealth?

1.5      Statement of Hypothesis

Hypothesis One

HO1:  There is no significant relationship between sponsored training and development and employees performance.

Hypothesis Two

HO2: There is no significant relationship between training/development and the quality of organization product.

Hypothesis three

HO3:  There is no significant relationship between training/development and maximization of share holders’ wealth.

1.6   Scope of the Study

The study focuses on the training of job performance in an organization. The study’s main objective is to find out if training and development can enhance increase in productivity and wealth of the shareholders. The geographical location is Edo State with particular reference to University of Benin, Benin City within the period of 2008 and 2013. A sample size of 21 was used during the course of this research work for effective result.  

1.7   Significance of the Study

This research work is significant in many ways. It is significant because it builds on earlier studies carried on this subject using the same case study. The work will therefore light on the issue as to the effect of training on job performance in an organization. The work reveals the need for this very important aspect of human resources management to organization profitability.

It is significant because it will serve as source materials for student(s) who may be serious in carrying out further research in this area.

It is significant because it will help manager both in manufacturing and service organization covert areas of manors to their implementation of the programme.  It is also significant because it will put paid to the enormous belief held by some managers that training and development is unnecessary.


1.8   Limitations of the Study

i.      The reliability of this work has been limited as a result of it size of the sample, also because of the narrowness of the statistical computation the work may not be 100 percent accurate.

ii.     Also constitution a limiting factor is the narrowness of the geographical area covered by the work. The geographical spread was restricted to Edo State. Also constitution limiting factor have been time and finance.

1.9   Operational Definition of Terms

The centers under which words have been work and as such may be different from every day usage of the words

·        Training: A deliberate policy of the organization in increasing the capability, effectiveness and efficiency through learning on the side impartation of knowledge.

·        Development: Porgramme designed for upper level manger of the organization which enhances their work put.


·        Efficiency: A reduction in cost and time taken to perform a job or bring out a unit of product or service as a result of the acquisition of training.

·        Effectiveness: Ability to perform a given task or reasonability with minimum efforts.

·        Manager: A member of the organization who has man and woman under him or her and who directs the activities of these men and women to achieve set objective.

·        Management: A group of selected men and women determine strategies for implementing policies.

·        Labour Turn Over: The rate at which employee leaves the organization as a result of one problem or the other.

·        Production: The act of turning raw materials into finished goods.


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