THE IMPACTS OF TRAINING AND DEVELOPMENT ON ORGANISATIONAL PERFORMANCE (A Case Study of Nigerian Television Authority)


Content

ABSTRACT

After an individual’s is chosen for hiring or promotion, the next
step is often some form of training. In the personnel
management, the term training is usually refers to teaching
lower or technical employee how to do their present job while
development refers to teaching managers and professionals the
skill need for both present and the future jobs.

Training and development are necessary to enable employee to
perform their present job well and also assessing training needs,
planning and conducting the training program, need, and
evaluating the effectiveness of the program.

Residents in the study area were selected and units of NTA were
randomly selected for data collection. The data sources were
from both primary and secondary which structured questionnaire and personal interview were administered. A total of 50 out of 70 questionnaires were received making of 71.4% and found analyzable which shows resident of NTA Lagos. The application of sample and data analysis from the basis of chapter three, various table were sighted in chapter four while chapter five drew out finding, conclusion and suggested recommendation.

 

TABLE OF CONTENTS

 

Title Page                                                                                        i        

Certification                                                                                   ii

Dedication                                                                                      iii

Acknowledgement                                                                          iv

Abstract                                                                                          v

Table of Contents                                                                           vi

 

Chapter One: Introduction

1.1       Background to the Study                                                    1

1.2       Statement of Problem                                                3

1.3       The Objectives of the Study                                                 4

1.4       Research Questions                                                             5

1.5       Research Hypothesis                                                           6

1.6       Significance of the Study                                                     7

1.7       Scope of the Study                                                               8

1.8       Limitation of the Study                                                        8

1.9       Definition of Terms                                                              9

 

Chapter Two: Literature Review

2.1 Review of Current Literature                                        14

2.2 Conceptual Framework                                                          37

 

 

Chapter Three: Research Methodology
3.1 Study Area                                                                                50

3.2 Study Population                                                                      52

3.3 Sampling Size and Sampling Method                                      52

3.4 Sources of Data: Primary and Secondary                     52
3.5 Data Collection Instruments                                                    54

3.6 Data Analysis                                                                            54

Chapter Four: Result and Discussion

4.1 Presentation and Analysis of Responses                                 56

Chapter Five: Summary, Conclusion and Recommendation

5.1 Summary of the Study                                                              82

5.2 Conclusion Drawn from Findings                                            83

5.3 Recommendation based on Conclusion                                  84

Bibliography

Appendix


 

LIST OF THE TABLES

Table 4:1 Age Distribution of Respondents

Table 4:2 Sex Distribution of Respondents

Table 4:3 Nationality of the Respondents

Table 4:4 Marital Status of Respondents

Table 4:5: Educational Qualification of the Respondents

Table 4:6 Number of Years of Experience of Respondents

Table 4:7: Position in the Organization of Respondents

Table 4:8 Manpower Enjoyment of Respondents

Table 4:9: Level of significance changes of the skill of the Respondents

Table 4:10 Training undergone since employment of respondents 

Table 4:11: Handling of job with less supervision before training.

Table 4:12 Do you feel that training programmes are a wasted of time and resources?

Table 4:13: Experiencing higher level of trust of the respondents

Table 4:14: The increase in the output since training of respondents

Table 4:15: Attitude has changed during training

Table 4:16: Has your attitude changed positive towards co-workers?

Table 4:17:Improving of job performance through manpower development.

Table 4:18: Developing of Skills of Respondent

Table 4:19: Developing of skills, affecting personal life

Table 4:20 Effects on positive personal life of respondents 

Table 4:21: Without development of personal life

Table 4:22: Realizing individual goals of the respondents

Table 4:23: Has the organization benefited from your performance?

Table 4:24 is the development of staff worthy to embark upon?

Table 4.25: Would development programme affect your performance?

Table 4:26: If you were in the position, would you recommend development programmes to the organization?

Table 4.27: Would the organization achieve its goals through proper development programmes for the staff?

Table 4:28 Has the manpower development had any impacts on the organizational objectives?

Table 4:29: Has the policy of the organization had any impacts in your individual life?

Table 4.30: Have your skills added to the organization's output in any way?

Table 4:31: Has manpower development helped individuals to achieve their goals?

Table 4:32: How long has manpower development helped your life performance?

Table 4:33: Does the duration of your training help your performance positively?

Table 4:34 Do people benefit from the development programmes of the organization?

Table 4.35: Has manpower development improved your level in the organization?

Table 4:36 Did the development programmes have positive or negative impact on your life?

 


 

CHAPTER ONE

1.1   BACKGROUND OF THE STUDY

Organisation, individual should develop and progress simultaneously for mutual survival and attainment of goals. So every modem management has to develop the organisation through human resource (Development Employee training is the important sub-system of human resource manpower. Employee training is a specialized function and is one of the fundamental operative functions function for human resources management.

The training and development of employees is an issue that has to be face by every organisation. The amount and quality of training carried out varies enormously from one organisation to another. Factors influencing the quantity and quality of training and development activities include:

·        A degree of change in the external environment (e.g. technical change, legislation change e.t.c).

·        A degree of internal change (new processes, new market e.t.c.).

·        Availability of suitable skills within the workforce.

·        The extent to which the organisation supports the idea of internal career development.

·        Adaptability of existing workforce.

·        The commitment of senior management to training as essential part of economic success.

·        The extent to which management see training as a motivating factor in work. Fajana (2000) posited that there are four factors of production namely; Land,

Labour, Capital and Entrepreneur. All these factors are central and indispensable to productivity, effectiveness and efficiency of any organisation either public or private; providing services and goods or ideas.

It is important to state here that while all factors are important, independent on each but cannot function without the others.

Labour can be defined as the number of hours an individual makes himself available for work or the amount of work put in by the work force is without doubt the most important factor without which productivity is nearly impossible.

Labour is absolutely impossible to do without highly technical and mechanized organisations including the public sector, as the machines, no matter how sophisticated, it cannot be operated without human interference.

Man is the most versatile and unpredictable factor of production. He is unique in his ability, to reason, resist, resent, complain, etc.  But in man lies the most credit worthy investment to embark on and this is the reason why training and development of individual workers are important to the organisational goals and aspirations. This point is further buttressed by John William Toigo (1959). According to him, ‘human resources have thus become the key asset of the new age Corporation’.  Given this fact, it follows that a substantial portion of a Company’s financial capital will be invested in effort to harness the motivational skills of its employees so that individually they can make contributions that will enhance the competitiveness and ability of the organisation as a whole. Croft (1977) opined that in a country, the need for manpower training shows itself in many ways.

1.2   STATEMENT OF PROBLEM

An organisation is a social system comprising of individuals both (employers and employees) sub-systems and it is right to know that each organisation’s system intertwines or interacts with one another in order to make for a better organisation which can stand the test of time, stress, competition with similar organisation in the geographical area or same community as it may be with the utilisation of human and material resources, it has been discovered that certain problems still persist. These include low productivity, inefficiency and redundancy in most organisations. Also, the issue of laziness, dereliction of duty, lackadaisical or nonchalant attitude to work are prevalent in the organisation.

1.3 OBJECTIVES OF THE STUDY

The objectives of this study are as follows:

(a)  To determine the effects of manpower development on organisational productivity.

(b) To determine the factors that contributes to the effectiveness of manpower development.

(c)  To identify the various manpower development techniques available to organisation.

(d)To determine the benefits of manpower development with respect to organizational efficiency. And productivity using the Nigerian Television Authority (NTA) Lagos Branch as case study.

(e) To distinguish manpower planning, manpower training and manpower development from one another.

(f)  To find out the importance of manpower development to an organization.

 

1.4 RESEARCH QUESTIONS

The purpose of research questions cannot be overemphasized. Research questions are to motivate the need to seek valuable opinions and to obtain some useful information on the extent of ones knowledge about the impact of training and development of organizational performance (A Case Study of Nigeria Television Authority) (NT.A.). it is essential to have training requirements
'planning system, where detail of the service delivery need are overlaid upon the ideal training model with strict adherence of policy to the service delivery requirement in a timely satisfactory and couple with the rising research question as follows:

1.  Who is responsible and what are the current procedures at various structural level in Nigerian Television Authority?

2.  How do these relate to the policy?

3.  Why is good manpower necessary in N.T.A Channel 10.

4.  What are the factor that contributed to the effectiveness of manpower development?

5.  To what benefits of manpower development with respect to organizational efficiency?

1.5    RESEARCH HYPOTHESES

Premised on the research endeavours, this work uses the following as working hypotheses:

a)   Ho: An increase in the level of manpower training and development of the employees will not yield an increase in the skill acquired.

H1: An increase in the in the level of manpower training and development of the employees will yield an increase in the skill acquired.

b)   Ho: Proper manpower training and development of staff does not lead to improvement on the quality of the job performance.                                      

c)    H0: Manpower training and development is not a pre-requisite to attaining individual goals and aspirations.

H1: Manpower training and development is a pre-requisite to attaining goals and aspirations.

1.6   SIGNIFICANCE OF THE STUDY

The research into manpower training, development and planning will contribute significantly to human resources development and management.

It will be significant in the following areas;

(a)          It will expose a sound knowledge of manpower training and subsequently manpower development and its resultant effects on managerial effectiveness and efficiency.

(b)         It will encourage management to think systematically and improve interactions between executives as regards the upgrading of their employees and the impact on the organisation.

(c)          The research will explain the relevance of manpower development and its relationship with the strategic planning of an organisation.

(d)         It will also serve as a reference point for other researchers.

(e)          It will be beneficial to the Nigerian Television Authority where organisational policies on manpower planning may be influenced by the findings of this research work.

1.7 SCOPE OF THE STUDY  

The scope of this study is based on the ascertaining the reasons for the occurrence of organisational achievement as well as to seek the effects or impacts of non-performance of manpower development on organisational achievement.

The other areas covered by this research work are Indication training, Vocational Training, Supervisory Training, Management Training, Human Relations Training and Technical Training.

 

1.8 LIMITATION OF THE STUDY

These arise at any stage of the study beginning from the selection of the topic to the result of the study. These are the aspects in which the study falls short of ones expectation.

Some limitations were encountered in the research project as follows:

1)         Non-chalant to Work

2)         Inefficiency and redundancy in the organisation

3)                 A small fraction of the questionnaire were returned

4)                 Inability to reach all members of the sample, resulting to
an unrepresentative sample.

5). Inability to distinguish manpower planning, manpower
training, manpower development from one another.

 

1.9 DEFINITION OF TERMS

Manpower:         Total supply of personnel available or engaged for a specific job or task.

Training:            It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees.  Training is activity leading to skilled behaviour. The individual or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

Organization could be defined in various ways;

a)   Layman definition; act of organizing

b)   A systematic arrangement or approach

c)    An organised group with a particular purpose e.g a business.

Developmental Spiral:      Continuous process of review/plan
act to improve understanding planning and execution of activity. Economically viable life.

Human Resource Costs:    Cost associated with personnel
involved in the operation and
management.

 

Key Factor:                      Factors that is most likely to influence positively the progress of
an activity.

Policy Review Panel:         An official body that has authority to take decision about the approved recommendation.

Management Training:      Formal training which does not lead to qualification.

Skill Training:                  Concern with post experience         courses      provided                                                by      training

companies, colleges and polytechnic.

 

In Company Management Using company own training staff or

Training:                          consultant brought from outside.

Basic Training:                 Basic training organised for those
without any formal education and
training such as induction courses
for new recruits.

Continuing Training:          Internal development programmes for
managers as they progress through
their carriers.

Traninforum or Steering    This consist of group who meets to

Group:                              discussed

The Policy Statement:       This is the means by which the company's strategies are communicated throughout the
organisation. Each part of the
organisation then decides what it
needs to achieve to make its contribution to the company's strategy/the "what" should be but measurable and take the goals and objectives. Once an organization has decided what it has to achieve, it then has to decide how these
objectives will be met.

Training forum or Steering: This consists of a group who meet

Group:                             to discuss training plans. This forum
is particularly useful when there are
several dispersed training organizations within a company. Their role is to provide a forum or stage for identifying an organizational business needs. Ensure that training plans are aligned with the company's direction. Identify opportunities for sharing or exchanging resources.
Identifying Individual Needs: They
come from the following sources: Appraisal - an event which should
agree with development needs for the
years to come.

Counselling Request:        An agreed follows up to a problem or
developmental situation an individual or a manager's requests a form of training. Identify Developmental Needs: This process of need identification is corporate to the
process of identifying needs at a
corporate level, each department
should assess where it is. The
department should have vision, a
mission and a strategy for realizing
the vision.

Identifying Skill:               Identifying Skills and Manpower
training required for each job: Each
has a district set skills and new jobs
require new skills, manpower
training for each job involves:
identifying the skills required to the
job. Comparing the required skills
with the current skills level of the
who will be doing the job. It is the
role of manpower training to bridge
the to gab between current and
required skills.

Job Specification Position:        Document circumstances in which a specific job operate and operational requirements for person holding the position.

Policy Review Panel:                         An official body that has the
authority to the about approve
recommend policy.

 

 

 

 

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