STAFF TRAINING AND DEVELOPMENT: A TOOL FOR INCREASE IN PERFORMANCE IN ORGANISATION IN ABIA STATE
(A CASE STUDY OF FEDERAL MINISTRY OF EDUCATION ABIA STATE)
ABSTRACT
This work on staff training and development: A tool for increase in performance in organization in Abia State (a case study of federal ministry of education Abia State). has been under taken to fill the gap occasioned by lack of training and development which lead to poor performance in organization. This is because life is dynamic and new inventions and ways of doing things in organization are continually envolving. And since people work and rise in hierarchy to take more responsibilities, there is need to equip them with necessary skills that will help both present jobs and future responsibilities which can only achieved through training and development programmes.
This work applied survey approach in the study of four out of seven departments in the Federal Ministry of Education Abia
State in it’s effort to know the various staff training and development given to staff of the organization. Various literature were reviewed in this area. Also primary data /information were sought for using questionnaires. It is also tried to establish the effect of these training on staff input/performance and the effect on the overall growth and development of the organization by analyzing and testing the data collected and some hypothetical statement posed.
It was found out that training and development is a variable tool for increase in the performance in the federal ministry of education Abia state, and finally revealed that there are some constraints that limit the positive impact as well as the conduct of training and development exercise in the ministry.
TABLE OF CONTENT
Title page
Approval page
Dedication
Acknowledgment
Abstract
Table of contents
CHAPTER ONE
1.0 Introduction
1.1 Background of the study
1.2 Statement of the problem
1.3 Objective of the problem
1.4 Research questions
1.5 Statement of hypothesis
1.6 Significance of the study
1.7 Scope of the study
1.8 Limitation of the study
1.9 Definition of terms
Reference
CHAPTER TWO
2.0 Literature Review
2.1 Introduction
2.2 Training as a tool for changing behaviour
2.3 Training as a means of acquiring skills and development
2.4 Training as a tool for development of employee potential
2.5 Different between training, development and education
2.6 Typologies of training and development
2.7 Training process
2.8 The role of the trainer
2.9 Importance of traning and development in organization
2.10 Training and development in ministry (Nigeria experience)
2.11 Duties and responsibility of federal ministry of education Abia state
2.12 Assessment of training and development effort in Nigeria
References
CHAPTER THREE
3.0 Research design and methodology
3.1 Introduction
3.2 Research design
3.3 Sources/methods of data collection
3.4 Population and sample size
3.5 Sample techniques
3.6 Validity and reliability of measuring instrument
3.7 Methods of data analysis
References
CHAPTER FOUR
4.0 Presentation and analysis of data
4.1 Introduction
4.2 Presentation of data
4.3 Analysis of data
4.4 Test of hypothesis
4.5 Interpretation of results
CHAPTER FIVE
5.0 Summary, conclusion and recommendation
5.1 Introduction
5.2 Summary of findings
5.3 Conclusion
5.4 Recommendation
References
Bibliography
Appendix
CHAPTER ONE
1.0 INTRODUCTION
In any administrative organization, a large or small, public or private, competent personnel are required for the actualization of the organization’s goals and objectives.
After workers have been hired to work for an organization, one striking thing about them is that they have different backgrounds, though they may have the same qualification. Also by having not worked for that organization before, they may not have indebt knowledge of the techniques, procedures, and culture of the organization.
In the same vein, Obikeze, Obi and Abonyi (2005) states that
Life is dynamic and new inventions and ways
of doing things are continually evolving.
Change is now regarded as anything permanent in life.
In the work place, the workers need to be aware
of these changes and also innovate accordingly.
As people work and rise in the hierarchy, they take on more responsibilities which may not even bear much resemblance to the ones they were exposed to at the early stage, hence they are supposed to be prepared early enough so that future challenges would not overwhelm them.
They above in a nutshell, under shows the need to equip the workers with necessary skills that will help in both present jobs and future responsibility and which can be achieved through training and development.
1.1 BACKGROUND OF THE STUDY
It is common for people to see training and development as the same thing. However, it is important to point out that though, they are similar but are not the same thing.
In the word of Campbell (1971), training “is a planner learning experience designed to bring about permanent change in an individual knowledge, attitude or skill”
Cole in Obikeze, Obi and Abonyi (2005) Opine that training
any learning activity which is directed towards the acquisition of specific knowledge and skills for the purpose of an occupation or task.
In addition, Ogunna (1996) opine that training “is a process by which the attitude, skills, technical knowledge and abilities of the employees to perform specific job are increased”.
Development on the other hand, according Onuoha in Obikeze Obi and Abonyi (2005) states that staff development involves “preparing employees for high responsibilities in the future”
It is also a programme with the intent to improve employees’ conceptual and human skills in preparation for future jobs.
In addition to that Cole in Obikeze, Obi and Abonyi (2005) opine that staff development is refers to
any learning activity which is directed towards future needs rather than the present needs and which is concerned more with career growth than immediate performance.
Writing on the staff development and training in organization, Ubeku (1975) state that “employees who have received adequate training before being assigned responsibilities lack the necessary confidence with which to carryout their job”. That the employees should be helped to grow into more responsibilities by systematic training and development so that he will be confident enough to carryout the responsibilities of their jobs.
However, Campbell (1971) states that the distinction between training and development
Is that development aimed at the managerial personnel and that training course are designed for short term and stated set purpose, such as operation of some pieces of machinery and others.
From the above, it is now clear that there is a major different between training and development. Though both of them are geared towards increasing or improving the skills of workers.
Training is concerned with teaching the workers specific skills that will assist them in their immediate task while development is concerned with teaching the workers more general skills that will assist them in career growth, thereby enquiring for the future.
Commenting on the inevitability of training and development, Onyemesim (2008) indicate that effective training programme can result in increased productivity, reduce labour turnover, and greater employee satisfaction.
Countless writers on the subject on the other hand come out with the conclusion that the need for training and development cannot be overemphasized, yet public organization place it at the bottom of their priorities.
Still on that, Ogunna (1996), Opine that “training of personnel has not been given adequate alternation in Nigeria while federal ministry are specialized bodies of government which requires special skills, techniques and norms peculiar to it.
Britain gives specific alternation to regular specialist training for public organization staff. So, this was inherited by Nigeria during the colonial era.
The federal government in its programme of training designed three universities, namely Obafemi Awolowo University for the Western zone, University of Nigeria Nsuka for the Eastern zone and Ahmadu Bello university Zaria for the Northern zone, as national training centers for organizational personnel. In addition to formal academic training, the centre organized regular seminar and workshops for the public and private organizational personnel.
