CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Employee training and development are
at the heart of employee utilization, productivity, commitment, motivation and
growth. Many employees have failed in organizations because their need for
training was not identified and provided for as an indispensable part of
management function. Employee productivity is a function of ability, will and
situational factor an organization may have. Employees may possess requisition of
ability and determination with appropriate equipment and management support,
yet productivity falls below expected standards. The missing factor in many
case is the lack of adequate skills and knowledge which are acquired through
training and development.
There is no organization that can run
effectively without training and developing their staff both senior and junior.
Training and development of staff no doubt increase productivity of the workers
and organizational output. Organizations are established to achieve set
objectives. One of the objectives is to meet future manpower requirement to
attain this objective, the staff must be trained and the training is expected
to generate improvement upon the state performance.
Ubeku (2000) opined that “inspite of
the fact that we can, in every case put down the efficiency of an employee to
the particular training he has received, there is no doubt that the effect of
training on employee is cumulative and sooner or later it will show on some of
them”. The effect of this training and development is expected to be seen by
the organization, in terms of employees productivity or performance in their
respective job at the end of training programme.
We cannot over-emphasize the
importance of training and development in any organization. It is quite obvious
to argue that personnel formed the bedrock of and indeed most important
resources of an organization. Hence, its effective management becomes one of
the most initial factor that determines the process as well as success of an
organization towards achieving its objective. The complex change in employees
attitude, value system, government regulation and guide lines concerning
employee matters has not only increase the task of organizing and
administrating human resources but has gradually assumed complex dimension.
Therefore, personnel training and development as a process aimed at providing
continuous and adequate staffing for an organization so as to impart the
appropriate skill and knowledge to such personnel. Apart from meeting the organizational
manpower requirement, it also enables the organization to carry out its
statutory and social responsibility to its customer and the society at large.
Training and development programmes embarked upon by the organizations become
necessary to enable employee cope with changes on the job situation such as
installation of new machines, expansion of responsibilities etc. In order to
check whether those programmes embarked upon by organization are yielding the
result, organization often employ appraisal method to check their
effectiveness. This is to see whether the type of training given is necessary
to improve organization goals. Training is not an end in itself, its purpose is
to improve present job performance which will reflect on the organization future
performances. It can therefore be described as any procedure that will ensure
improvement of the employee’s skill, knowledge, abilities and attitude required
to perform his job.
According to Novit (2002) training is
often thought as something which occurs in a classroom or in on-the-job
encounters between someone who is teaching and someone who is being taught. It
implies that one person to another is doing something in terms of modern
learning theory; this view is greatly over simplified as well as in accurate.
Training is more appropriately through of a something, which occurs as part of
learning process learning itself cannot be observed but most be inferred from
behavior. This learning is a behavioural change, the change in behaviours that
result from experience. On the other hand, Clercked (2009) argues that
“development is measured in term for quality in the improvement of the mental,
physical and physiological well being of the employee involved. This should be
distinguished from growth which aims at achieving increase in quality staff
development provided employees with learning experience designed to enhance
their individual contribution to institutional goals”. Development could be
seen as any learning activity which is directed mostly towards future need
rather than present need, therefore, development of employees is to carry out
task or responsibility effectively without relying on his supervisors ability
and instructions.
In conclusion, training is aimed at
enhancing specific skill for a specific job, while development is designed to
provide new ideas and concept that may be useful for present and future jobs.
The study aims at examining whether or not training improves workers
performance and contribution to organizational effectiveness.
1.2 STATEMENT OF THE PROBLEM
One of
the prevalent problems facing most organizations is gross inefficiency arising
from inadequate skills by workers to carry out designated tasks and poor
adaptability to technological changes. This research work is intended to
research into the processes involve in training of staff, as well as type and
problem encountered. Specific problems are;
v Training
policies that determine when and who goes for training, the nature of training
orientation given to staff
v How much
fund is available for training programme?
v And how
poor management contributes to the problem stated
v Equally,
the problem, of sub optimality i.e. having too many trainees from one
particular section/units at the advantage of others.
v Lack of
willingness to adapt a new change (technological changes).
1.3 OBJECTIVES OF THE STUDY
This research project is aimed at assessing of the impact
of training on employee job performance. Other specific objective includes;
1.
To
critically analyze the policies and procedures of manpower training and
development in the organization
2.
To
assess the type of training being under taken by the organization
3.
To
find out whether the type of training given is necessary to improve
organizational effectiveness or not
1.4
STATEMENT OF HYPOTHESIS
The following hypothesis shall guide
the search work based on the case study:
Ho: Training has no impact on employee job
satisfaction
Hi: Training has impact on employee
job satisfaction
1.5 SIGNIFICANCE
OF THE STUDY
Students,
lecturers, and professional of different field of study will find this piece of
work useful, as it highlight key issue on how continuous training help staff
develop abilities to learn and adopt to a new work methods, adjust to new
changes in job contents and work relations. It reduces accident rate and
damages to equipments and machinery in work place. When staffs are well trained
in their required field, job dissatisfaction, complaints, absenteeism, poor
performance and rate of labour turnover will drastically reduce in the
organization.
Management
training improves the productivity of employees, this is essential for
organizational growth, survival and ability to compete completely within an
industry.
1.6 SCOPE
OF THE STUDY
The scope
of this study covers the impact of training on employee
job performance. The study is limited to Peugeot Automobile
Nigeria (PAN) Ltd, Kaduna. The study cover the period of 2009 - 2011
1.7
LIMITATIONS OF THE STUDY
There are a lot of constrain
confronting the research in the course of this study:
1.
Due
to economic meltdown, a lot of company is being affected and being closed down
which has lead to lack of information from several organization
2.
There
is unlimited time to collect information and complete the project as the writer
has to share his limited time between studying other course and writing the
project
3.
Some
of the organization found it difficult to respond to questions because of the
time frame.
1.8 HISTORICAL
BACKGROUND OF PEUGEOT AUTOMOBILE NIGERIA LIMITED, KADUNA
The initiative to established Peugeot Automobile Nigeria limited was
taken by the then federal military government under the leadership of General
Yakubu Gowon. The idea was concretized 0n October 6, 1969 when the government
invited 16 reputable vehicle-manufacturing companies in the world to establish
a vehicle assembly plant in the country.
Twelve year before the initiative was taken, Peugeot cars made their
first entry into Nigeria when individual imported about 100 units of the
Peugeot 403 model into the country. These cars soon became popular due to their
legendary reliability and suitability to Nigerian road conditions. The demand
for Peugeot cars in Nigeria rose sharply again in 1960’s will the further
introduction of the Peugeot 404 model. With the high demand of Peugeot,
Product’s, which was a mark of acceptability, therefore not surprising when in
May 7, 1971 automobile Peugeot of France’s proposal was selected out of those,
tendered by 16 various vehicle manufacturers.
Peugeot by automobile Nigeria limited PAN was incorporated in December 15,1972 as a limited liability
company with an authorized share capital of three million Naira. Twenty –
seventh months after incorporation then head of state, general Yakubu Gowon
commissioned the assemble plant on March 14, 1975 and through full operations
had commenced on March 2, 1975.
The first
set of in 100 unit of Peugeot vehicles were imported by individuals into the
country in 1957. In April 2006, BPE and AP France agreed to jointly divert
54.87 percent share of PAN to a strategic investor. This agreement involved AP
France divesting 30 percent of its 40 percent equity of its 34.87 percent
shareholding, based on these agreement privatization activities commenced which
culminated in the opening of financial bids on October 3. 2006 during which ASD
motors limited emerged as the preferred bidder.
Kaduna
based Peugeot Automobile of Nigeria (PAN) was finally handed over to its new
owner which attracted the three main stakeholders: the old owners, the new
owners and the representative of the company in France.
The
company formally passed from the federal government, which had the controlling
shares in ASD motors limited, a leading auto dealer and major distributor of
PAN which now has the controlling shares of the company as its core investors.
The
privatization of PAN would lead to the realization of the objectives of the
government’s privatization policy, namely to build a strong and competitive
economy; to attract investment and technological inflow; to create high skill
paying and to bring the benefit of privatization to the common man.
1.9
DEFINITION
OF TERMS
The writer believes that for easy
understanding of this work, it is necessary to explain and define some terms
used.
Manpower: The
human resource of an organization available in form of skill and attitude which
as a result of education and training, help to equip such human resources with
the execution, the necessary programmes using the required resources to achieve
the desire result.
Training: Is
a means and process through which the aptitudes. Skill and abilities of
employees to perform specific jobs are increased.
Development: Is
recognized as an on-going responsibility. It is the systematic growth on the
job to a natural stage, through training courses nad on the job training, which
increases the ability of workers and prepares them fro high job responsibility
EMPLOYEES: Person employed for wages.
Education: Learning
activities aimed at preparing one or employees to achieve there desired
objectives
Policies: Plans
of action, written statement designed to guide the organization
Procedures: There are orders of doing
things
Method: System order lines or way of doing things e.g. method of
training
Opportunity: Chance that the organization or person has during his lifetime.