Effect of Employees Training on Organizational Performance in Soft Drinks Bottling Companies in Enugu State, Nigeria

Abstract

The study focused on the effect of employee training on organizational performance. The process and procedure of identifying employee skill gap in most organizations pose a big challenge to the Human Resource Department (HRD).
Employee training is based on various reasons which could be detrimental to the overall objective of the  organization.

The HRD ensure that sending an employee on training will translate to increase in productivity. Thus, adequate consideration should be taken by the HRD when selecting a candidate for training.

The ability to manage and work around the challenges faced when carrying out this HR function will ensure a better training objective that will affect the productivity of the employee and the organization.
Since the effect of these factors brings with it some negative implications and consequences of low productivity, high rate of employee turnover and high cost.

This study therefore was aimed at identifying the effects of employee training on organizational performance with  special  emphasis  on  the process and procedure of selecting employee for training.
Pursuant to  this,  some objectives were formulated by the researcher and these were to ascertain the extent to which unsystematic approach of employee training affects organizational productivity.

To determine the extent of effect of training design  on  employee productivity;  to  ascertain the extent to which training delivery style affects employee productivity;

to determine the relationship between employee perceptions of training and organizational  productivity; and to determine the extent to which employee training  affects  organizational performance.

In pursuit of the objectives, a survey research was carried out in  Enugu State, Nigeria. The population used for the study was 694 staff of Nigerian Bottling Company and 7UP Bottling Company.

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Table Of Contents

Declaration              ii
Approval                   iii
Dedication               iv
Acknowledgements                 v
Abstract                             vii
Table of Contents                viii
List of Tables                          xii
List of Figures                          xiv
Chapter One  Introduction  

• Background of the Study 1
• Statement of the Problem 3
• Objectives of the Study 4
• Research Questions 5
• Hypotheses 5
• Significance of the Study 6
• Scope of the Study 6
• Limitations of the Study 7
• Operational Definition of Terms 7

References         8
Chapter Two Review of Related Literature   

• Overview of the Effect of Employee Training on Organizational Performance  9
• Conceptual Framework 10
  • Purpose of Training 11
  • Types of Training 13
• The Concept of Psychological Contract 14
• Theoretical Framework of Employee Training 15
• Theoretical Models Linking Training to Organizational Performance 16
• Successful Models of Training and Development 18
  • ADDIE Instructional Design Model 18
  • Human Performance Technology (HPT) 21
  • Performance-Based Instructional Design (PBID) 22
  • Total Quality Management (TQM) 23
• Learning Theories 23
• Identification of Training Needs in an Organisation 24
  • Training Needs Assessment 25
  • Benefits of Training Needs Assessment 26
• Training Design and Organizational Performance 26
• Implication of Training Delivery Style on Employees Performance 28
• Difference between Training and Development 32
• Human Resource Management (HRM) Process vis-à-vis Employee Training  34
• Non-Systematic Approach of Training 35
• Systematic Training Process 36
• Empirical Framework of Training on Organizational Performance 38
• Effects of Employee Training on Employee Motivation vis-à-vis Organizational Performance 41
• Measuring the Impact of Training on Organizational Performance             42
  • Organizational Performance Measurement 43
  • Employee Performance Indicators 44
• Productivity 47
  • Measures of Productivity and Profitability 48

References             51
Chapter Three Research Methodology  

• Research Design 57
• Sources of Data 57
  • Primary Source 57
  • Secondary Source 57
• Population of the Study 57
• Determination of Sample Size 58
• Sampling Method 59
• Validation of the Research Instrument 60
• Reliability of the Research Instrument 60
• Data Analysis Techniques 60

References                     62
Chapter Four Presentation,  Analysis and Interpretation of Data

• Presentation of Data 63
• Hypotheses Testing 88
• Discussion of Findings 95

References                98
Chapter Five  Summary of Findings,  Recommendation and Conclusions 

• Summary of Findings 99
• Conclusion 99
• Recommendations 100
• Contribution to Knowledge 101

Bibliography

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Introduction

Background Of Study
The history of training in business organizations is as long as the entire history of business organizations (Miller, 1996:3).

This is because the knowledge base or skills of the normal employees in the labour market is not sufficient for the specialized tasks within the organizations.

However, the academic study of various forms of training did not start until about a century ago, when researchers started a branch of research under the name of “vocational training” (Salas and Cannon Bowers, 2001).

The beginning of the twentieth  century and especially after World War II saw the widespread of training programs among organizations, involving more and more employees and also expanding in  content  (Luo,  2000).

In the 1910s, only a few large companies such as Westinghouse, General Electric, and International Harvester had factory schools that focused on training technical skills for entry- level workers.
By the end of 1990, forty percent of the Fortune 500 firms in America had a corporate university or learning center (Meister, 1997).

Training in Nigeria could be traced back to 1960 when it was discovered that most of the top government and business positions were occupied by expatriates (Olalere and Adesoji, 2013).
The departure of the whites after independence gave rise to a big vacuum of  capable indigenous human capital.

This prompted the Federal Government of Nigeria to set up a Manpower Board in 1962 following the Ashby Commissions Recommendations (Olalere and Adesoji, 2013:83).

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Bibliography

Adamu, S. (2008), Manpower Planning and  Administration,  Lagos:  National  Open University of Nigeria.
Albaladejo, M. and Romijn, H. (2001), Determinants of Innovation Capability in Small UK Firms, ECIS working paper No. 00.13.
Adeniyi, O.I. (1995), “Staff training and development” in Ejiogu, A;  Achumba,  I.  Asika (eds). Reading in Organizational Behaviour in Nigeria, Lagos: Maltho Use Press Ltd.
Advanced Team Concepts, Employee Motivation with Employee Training Development, www.atctraining.com/building_employee_excellence.htm. [accessed 30 April 2012].
Akintayo, M.O. (1996), “Upgrading the teachers status through in-services training  by  Distant Learning System” (DLS) Unpublished, A public lecturer at the Second convocation ceremony of NTI, NCE by DLS.
Alliger, G. M., Tannenbaum, S. I., Bennett, W., Traver, H., and Shortland, A. (1997). A meta-analysis on the relations among training criteria. Personnel Psychology, 50, 341- 358.