Abstract
This research study investigated human resources training and development
practices in a business organization. The purpose of this study was to find out if
training and development programs in business organization have impact on
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organizational performance. This study was descriptive. Survey methods were
used to generate data for analysis. Some hypotheses were formulated to guide
the major activities of this study.
The major findings of this study were as follows:-
i. Training and development improve performance
ii. Training and development improve employee motivation
iii. SCOA Nigeria Plc use mostly on-the-job training, apprenticeship
development, special cases to train and develop their workers.
The major conclusion of this study is that training and development programs are
very important to business organization in relationship to improvement of
organizational performance.
The following recommendations have been made for improvement:
a. Management should financ
1.1 CONCEPTUAL FRAMEWORK
The conceptual framework for this study is based on personnel
management as a field of study. According to Flippo (1986), personnel
management is the planning, organizing, directing and controlling of the
procurement, development, compensation, integration, maintenance and
separation of human resource to the end that individual, organizational and
societal objectives are accomplished. From the above definition of human
resource management, it can be observed that personnel management
involves two (2) major types of activities. These are managerial functions
of personnel management and operative functions of personnel
management.
Managerial functions of personnel management involves:-
1. Human resources planning
2. Organizing human resources
3. Directing human resources
4. Controlling human resources
The second function of personnel management involves the operative
function of personnel management. They involve the following activities.
1. Procurement of human resource
2. Development of human resource
3. Compensation of human resource
4. Integration of human resource
5. Maintenance of human resource
6. Separation or disengagement of human resource.
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The present study falls within the operative function of development of
human resource. This will be discussed in details in chapter 2 which deals
on theoretical framework for this study.
1.2 BACKGROUND OF RESEARCH PROBLEM
Organizations are founded and built on two fundamental forces – people
and goals. Recently, organizations have come to realize that people are
their most valuable resource or assets. The success or failure of every
organization still depends to a large extent on the quality and level of
motivation of its workforce. People are the causative factor that begin and
impose change and transformation on the other factors of production,
Onukogu (1982). According to him; human resources need thoughtful
provision, utilization and preservation. This consideration has led experts
to focus more on people at work and their nature. But what is the nature of
people at work (i.e. pursuing the goals of the organization).
1.3 STATEMENT OF PROBLEM
The statement of problem in this study is that poor training and
development program affect organizational performance negatively which,
as a result of poor assessment phase, lead to poor training and
development in employees. To what extent are resources committed to
training and development? Does the organization in question have
adequate facilities and personnel for training and development
1.4 OBJECTIVES OF THE STUDY
1. To ascertain if organizations commit adequate human and material
resources towards training and development activities.
2. To identify the human resources training and development strategies
adopted by SCOA Nigeria Plc.
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3. To determine if these training and development activities improve
organizational performance and employee motivation.
4. To ascertain the quality of training and development delivered in
terms of its financing.
5. To recommend how training and development program can be
improved to meet its objectives and that of the organization in
question.
1.5 HYPOTHESES
The research hypotheses for this research are based on the following:
Hypothesis 1:
When employees are effectively trained and developed, employees skills
and talents improve
Hypothesis 2:
When employees are effectively trained and developed, executive decision
making skills improve
Hypothesis 3:
When employees are effectively trained and developed, employee
commitment and motivation improve.
Hypothesis 4:
When employees are effectively trained and developed, organizational
performance improves.
1.6 SIGNIFICANCE OF STUDY
The result of this study will assist to emphasize that human resources
training and development is necessary for all levels of staff as a result of
the ever changing environment of SCOA Nigeria plc more especially in the
area of organizational development.
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This study will also assist the top management of SCOA Nigeria Plc to
assess their commitment to human resource training and development in
terms of proper funding which assures quality training in an organization
and rightful skills acquired.
Another significance is that the impact of the training and development on
the employees is ascertained in terms of its relationship with promoting
employees and increment in salary. It is often times expected that when
employees are updated through training and a new position occupied in
the case of transfer, that there is an increment of salary and promotion too.
1.7 MOTIVATION FOR THE STUDY
SCOA Nigeria Plc is a company which commenced operation and got
incorporated as a limited liability company in June 1969.
Being a conglomerate whose principal activities of the company are
distribution, maintenance and leasing of motor vehicles; sales and service
of power generators and plants; sales and service of : earthmoving
equipment, construction and mining equipment, industrial compressors,
agricultural equipment etc show that, its expectations and practices are
challenging and requires a lot of hard work and, thus the need for training
and development will always be evident to meet up with these challenges.
The use of the training model is usually not exhaustive and thus there was
need to investigate if this conglomerate does likewise.
1.8 FORMAT FOR THIS STUDY
The format of this study shall be as follows:
Chapter 1 – Introduction
Chapter 2 – Literature Review
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Chapter 3 – Research Methodology
Chapter 4 – Data presentation and analysis
Chapter 5 – Summary, Findings, Conclusion
and Recommendations.
1.9 DEFINITIONS OF TERMS
Organization
An organization of two or more people who work together to accomplish an
objective under authority and leadership. Nwachukwu (1988).
Management
Is the process of planning, organizing, leading and controlling the efforts of
organization members and of using all other organizational resources to
achieve stated organizational objectives. Stoner (1982).Personnel Management
The planning, organizing, directing and controlling of the procurement,
development, compensation, integration, maintenance, and separation of
human resources to the end that individual, organizational and societal
objective are accomplished. (Flippo1980).
Operative
One who has no authority over others but has been given a specific task to
perform under managerial supervision. Flippo (1980).
Training
Planned programmes designed to improve performance by non-managers
to enable them perform specific tasks such as operating machines,
computer e.t.c. Casio (1989).vi
Development
Planned programmes designed to improve performance by managers to
enable them manage. Examples are skills and knowledge to negotiate
with partners, decision skills etc. Casio (1989).
Trainee
Employee undergoing a planned training program. Okoye (1999).
Training Need
Perceived or real skill deficiencies in employees which need updating,
correction and consolidating. Such needs must be in line with
organization’s objectives. Fisher (1996).
Training Need Assessment
Systematic analysis of specific training activities required by an
organization to achieve its defined objectives. Fisher (1996).
Managers
One who exercises authority and leadership over other personnel. He is
solely responsible for the achievement of the over-all goal of the
organization .Flippo (1980).