Staff Training is essential to the growth and development of an organization as blood is essential to human existence so is the training of staff to the success of an organization. The objective of the study was to examine the effects of training and human capital development on staff performance in Wacot Rice Limited Argungu. A total number of one hundred and twenty- five(125) Wacot Rice Limited Staff representing the population was used as confirmed by the Human Resources Department. However, a total number of ninety-five (95) persons were selected as the sample size using the Taro Yamane formula. The study administered 95 copies of questionnaires, but 87 questionnaires were duly responded to. The researcher used correlation and regression analysis for systematic correlation of the dependent and independent variable. From the findings, it was revealed that there is significant effect of career support on the achievement of employees’ productivity. The study, therefore, recommends that identification of training needs should be done more professionally in conjunction with the line manager as well as the individuals involved together with the HR personnel. Everyone involved should agree exactly to what the trainees are lacking, for instance what skill is needed, and what attitudes need to be changed toward work performance. The need identified should emanate from Wacot Rice Limited strategic plan, which also cover departmental/sectional/teams and individual plans.
KEYWORDS: Employee Training, Organizational Performance, Employees Performance.
- Introduction 7
- Human Resource Developments 14
- Introduction 25
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
- Introduction 30
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS
Staff Training is essential to the growth and development of an organization as blood is essential to the growth and development of human being, as blood is essential to human existence so is the training of staff to the success of an organization (Stoner, Freeman & Gilbert, 2011). Training both physically, socially, intellectually and mentally are very essential in facilitating not only the level of productivity but also the development of personnel in any organization. However, training is the knowledge acquired, while knowledge is the ability, the skill, the understanding, the information, which every individual requires acquiring in order to be able to function effectively and perform efficiently (Alika & Aibieyi, 2014).
Human resources are the most valuable assets of any organization, with the machines, materials and even the money nothing gets done without manpower. According to Anaduaka (2014),Training is a systematic development of the knowledge, skills and attitudes required by employees to perform adequately on a given task. Employee’s training and development is seen as the most important function of any competent management. The reason is not far-fetched, the ever-increasing technological sophistication especially in this age of computer technology has really made it compulsory for organizations to meet changing situations (Obi-Anike & Ekwe, 2014).
Training for capacity building is central to sustaining economic growth and development because human capital is the greatest asset of any organization.
Capacity building entails investment in human capital, institutions and practices necessary to enhance human skills, overhaul institutions and improve procedures and systems (Pallant & Manual, 2010). Capacity building could also be defined as the internalization of the knowledge, skills and processes that enable the formulation, implementation, monitoring and evaluation of set goals in an efficient manner. Yet, it could be viewed as a series of activities, which an organization, enterprise or even a nation needs to undertake to provide for itself, on a continuous basis, as well as the regular supply of skilled manpower to meet its present and future needs (Zeglat & Zigan, 2013). Moreover, one of the major principles needed by industries to succeed in this current situation is quality training that will equip the employees with new skills, competencies and techniques.
Statement of the Problem
Experience has shown that many staff in organization undergo career support and yet fail to perform to expected standard set by the company. Also, basic facilities required for the effective performance of staff after training is lacking and not provided in most companies which lead to content training being irrelevant. More so, they have been cases of not analyzing training needs of staff therefore sending wrong staff to undergo training. Such people find it very difficult to cope with the training exercise. Consequently, these problems have resulted to both employees and organization poor performance.
Furthermore, it has led to low patronage and lack of competitive advantage as human resource is the major assets of any organization (Hafeez & Akbar, 2015). It is against this background that this study seeks to investigate the effects of training and human capital development on staff performance in Wacot Rice Limited Argungu.
- What are the existing career support trends and programs in Wacot Rice Limited Argungu?
- What is the mode of assessing the relationship between the content of training, quality, quantity, relevance and employees’ performance?
- What are the impact of training need analysis on employee performance?
Objectives of the Study
The main objective of this study is to examine the effect of training and human capital development on staff performance in Wacot Rice Limited Arugungu. Other specific objectives include:
- To identify the existing career support trends & programs in Wacot Rice Limited Arugungu
- To assess the relationship between content of training, quantity, quality, relevance and employees’ performance.
- To identify the impact of training need analysis on employee’s performance
1.5 Statement of Hypothesis
H1: There is no significant effect of career support on the achievement of employees’ productivity
H2: Content of training has no significant effect on Employees performance
H3: There is no significant relationship between training need analysis and employee performance
The development of any organization depends on its employees. For organizational productivity training and development assume great significance. Training and development play an important role in the effectiveness of organizations and to the experiences of people in work. Training has implications for productivity, health and safety at work and personal development. All organizations employing people need to train and develop their staff. Most organizations are cognizant of this requirement and invest effort and other resources in training and development Training is the act of increasing knowledge and skills of an employee for doing a particular job. It utilizes a systematic and organized procedure by which learns technical knowledge and skills. It also means that operational personnel, employed in the organization’s main business functions, such as production, maintenance, sales, marketing and management support, must also direct their attention and effort from time to time towards supporting training development.
As important as training is to organization, with the effort of Wacot Rice Limited in putting in place different training programs no research has been carried out to examine their effects on employee performance in the company. Therefore, this study tries to determine the impact of training and development on employee performance in Wacot Rice Limited.
The study is limited to the effect of training and human capital development on staff performance in an organization (Wacot Rice Limited Argungu). The study will further identify the existing Training and Development trends & programs Wacot Rice Limited Arugungu, assess the relationship between Training and Development and employees’ performance and identify the impact of training on employee’s performance. In the process of research, the population was 125 which the sample size is 95. The limitations encountered was limited time and also not all the staff responded to the questionnaire
Definition of Terms
Training: Training is teaching any skills and knowledge or fitness that relate to particular useful competencies, or improving them in oneself or others. Training has basic objectives of enhancing one’s performance, competence, productivity and quality. It forms the center of apprenticeships and, at technology institutes (also known as technical colleges or polytechnics), provides the backbone of content.
Human Capital: Human capital is a stock of habits, skills, social qualities and personalities (including creativity), which can be utilized to generate economic value. Capital is special and varies from any capital other than that.
Companies need it to achieve, grow and continue to be successful. Companies can, for example, invest in human capital through education and training that will allow quality and production to be improved.
Human Capital Development: Human capital development refers to the process of obtaining and growing the number of individuals that have the expertise, education and experience that are essential for economic growth.
Staff Performance: Staff performance is characterized as how an employee fulfills their job duties and performs their necessary tasks. It refers to their performance, efficiency and quality. It also helps to measure our contribution to the business for an employee.
Organization: An organization is an entity consisting of one or more individuals and having a specific function, such as a corporation, institution or association. The word is derived from the Greek word organon, meaning instrument, instrument and instrument.
Organization of the Study
This study is divided into five chapters which include chapters one, two, three, four and five. Chapter one focuses on the introduction comprises of background to the study, statement of the problem, research objectives, research questions, statement of hypotheses, significance of the study, scope and limitations of the study and definition of terms. Chapter two reviews related literatures, chapter three presented the research methodology, chapter four presented data
gathered from the field survey and analyzed same, while chapter five summarizes, concludes and recommends.