TRAINING, DEVELOPMENT AND ORGANISATIONAL PERFORMANCE. Stephen Aigbepue. Department of Business Administration and Management. and. Vincent E.

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1 TRAINING, DEVELOPMENT AND ORGANISATIONAL PERFORMANCE Stephen Aigbepue Department of Business Administration and Management and Vincent E. Mammud Department of Office Technology and Management, Auchi Polytechnic, Auchi, Nigeria Abstract Manpower training and development are based on the premise that skills need to be improved for organization to grow. Physical, social, intellectual and mental training is very essential in facilitating the level of productivity and development of personnel in an organization. Absence of these programmes result to incompetence, inefficiency and ineffectiveness of employees in organisation. The study was a survey/descriptive research conducted among one hundred (100) employees of selected business organizations in Oredo local government area of Edo state, Nigeria with headquarter in Benin-City. Five Likert point structured questionnaires containing thirty five (35) items were used as instruments for data collection. Results from the study showed that organizational performance depends largely on manpower training and development. In view of this, the researchers recommend that business organizations should have regular and well-though out training programmes for their employees. Indeed, the researchers also called for the involvement of experts in the design and implementation of manpower training and development programmes in the organisation. Keywords: Manpower, training, development, performance Introduction Manpower is the most active and indispensable factor in the process of production in organization and so should be given its rightful place as an option for organization performance (Omodia, 2009). It is the most important of resources in all organizations and among the four factors of production (Emejulu, 2000). It consists of employees/workers in organizations who accomplish the goals of the organization. cooperatively towards common goals or objectives under authority and leadership. The organization refers to the working together of two or more people in a coordinated manner to achieve group result. The Encyclopedia Britannica (1986) defines organization as an arrangement of individuals or groups into a coherent whole, with-complex of functions, interrelationships, and a system of overall administration. It is a social entity that is goal-directed, deliberately structured activity system with an identifiable boundary (Draft, 1983) Ogunbameru (2002) visualizes organization as Every organization has objectives. The role of association of individuals who are working management in an organization is to help it to 170

2 accomplish its objectives through manpower training and development. Training therefore involves skills acquisition, the process of teaching or learning of skill or job suggested (Microsoft Encarta, 2009). Training involves an expert working with learning to transfer to them certain areas of knowledge or skill to improve in their current jobs. Cole (2002) suggested that training is any learning activity which is directed towards the acquisition of specific knowledge and skills for the purpose of an occupation or task. Ivancevich, Lorenzi, Skinner, and Crosby (1994) review training as a systematic process of altering employee s behaviour to further organizational goals. It involves improving an employee s skill to the point he or she can do the current job for organizational performance. There is need for training when the performance of a worker is noticeably poor and cannot be improved through maturation and simplifying the work procedure. According to Johnson and Scholes (2002) three sources of training need are: changes in technology, markets, legislation and manpower compensation. Cole (2002) suggested that the need for training is as a result of demand of the job and demand of the organization. Development, according to Cole (2002) is any activity which is rather than present needs and which is concerned more with career growth than immediate performance. The extent of development in an organization is to improve employee s conceptual and human skills in preparation for a future job. It is concerned with teaching workers more general skills that will assist them in career growth, thereby equipping them for the future. According to Muo (2007) manpower development or human resource development is the existence of unskilled and or skilled humans that need training or re-training to perform specific task in the society. Ekpo (1989) is of opinion that manpower development could be seen as organization specific. This is because it is largely a function of organization manpower needed or job specification. It is adoption of the human resource available in the country to the need or objectives and orientation of a given organization. In fact manpower development focused on turning out human resource that is needed for effective performance in the organization (Drucker, 1999). It is geared towards updating workers with new techniques or skills associated with the performance of their jobs (Lawal, 2006). Human 171 resource development is also a process that seeks to optimize an organizations usage of its human resource (Wikipedia, 2010). It requires an integrated approach that addresses multidimensional aspects of employees ranging from enhancing technical and interpersonal skills to creative thinking and leaderships. Organization with high productivity or performance levels have made manpower development an integral part of their business culture. Method of manpower development according to Adeniyi (1995) includes, under study, job rotation and self-development /self-assessment. Under-study is good for succession planning because it allows smooth transition of work when one officer leaves a schedule or the organization. Job rotation involves workers moving from one schedule to the other within the same organization to allow for competence on all spheres of work while self-development means a personal desire to improve through an individual s attempt to embark on study and practical experience that are independent of an organization s role and contribution. Self-assessment means personal identification of strength and an attempt to improve and build current efforts for a more fulfilling corporate movement. Other methods of manpower development include orientation, on the-job training, in service training, committee/work group method, vestibule training method and apprenticeship, coaching/understanding, job rotation, committee membership, special assignment, programme instructions, simulation, special course, professional bodies membership, business games and part- time programmes (Oshionebo, 2003) Indeed, the objectives of employee training were: to help increase workers morale and enthusiasm to increase their performance, efficiency and effectives of workers, to improve the quality and quantity of workers productivity, help to curtail incessant labour turnover, help to increase job satisfaction and motivation and so on. To achieve these objectives workers are acquainted with skills and competences that impinge directly on their area of engagement in their organizations. In general however, employee training subjects include but not limited to communications, computer skills, customer services, diversity, ethics, human relations quality initiatives, safely and gender issues which most often are

3 descriptions of the organization s policies regarding appropriate moral behaviour among and between persons of opposite sexes. Some suggested typical reasons for employee training and development in organizations are; when a performance appraisal indicates that performance improvement is needed. To benchmark the status of improvement so far in a performance improvement effort, as part of an over-professional development programme, as part of succession planning to help an employee be eligible for a planned change in role in the organization, to pilot or test, the operation of a new performance management system and to train about a specific topic of employee such as communication, computer skills etc. It is equally pertinent to add that the relevance of manpower training in organization arises as a result of the demands of the job and to sustain organizational short term and long objectives. Therefore, the need for manpower training is to increase production, increase in effectiveness of workers, preparation for higher responsibilities and to boost the workers morale (Cole, 2002). Some benefits of employees training are to increase job satisfaction and moral among employees, increase employee motivation, increase efficiencies in processes resulting in financial gain, increase capacity to adopt new technologies and method, reduce employee turnover etc. Kayode (2001) note that employee training increase productivity, improve quality of work and reduces waste, accidents, lateness, absenteeism, turnover and so on as benefits of employee training in organization (see also Draft, 1983 and Mondy, 1990) Statement of the problem Organizational performance is the degree to which an organization realized its goals. The role of managers is to actualize these goals for organizational performance. Managers have adopted different strategies to enable them attain these levels and Table 1: Mean Rating targets but were not quite successful. This is because managers of business organizations were ignorant and misinformed on the need and importance of training and development of manpower in the organization. The need for improved productivity has become universally accepted and it depends largely on efficient and effective training of manpower for organizational growth, increased employee motivation, increased employee morale, job satisfaction and so on (Abonyi, 2005). Where manpower resources development of an organization is not given the appropriate attention, the implication could be poor organizational performance. Okoh (2005) was emphatic that the inability of organizations to attain their goals was as a result of some of poor manpower development policies. Given the above, it thus becomes necessary to determine how organizational performance can be influenced through manpower training and development. Methodology Data Data were collected randomly from 100 employees of randomly selected companies/business organisations in Oredo Local Government Area of Edo State, and data were collected between May and July, Research instrument The major instrument used by the researchers for the study was a structured questionnaire of thirty-five (35) items, which covers the methods of manpower training and development, objectives of manpower training and development and its benefits/relevance in achieving organizational performance. Five Likert point scale response categories were distributed for research questions 1, 2 and 3 by the researchers as represented in Table 1 below: Response Categories Point Bounding Unit Strongly agree (SA) Agree (A) Undecided (UN) Disagree (D) Strongly Disagree (SD)

4 (Field Survey, 2012) The mean rating that falls above 3.50 are regarded as agreed, the mean rating that falls below 2.49 regarded as undecided. Results The results of the data analyses are presented below. Table 2: Methods of manpower training and development in organization Items Mean Decision Coaching 4.50 Strongly Agree Orientation/induction 4.44 Strongly Agree Apprenticeship 4.96 Strongly Agree Demonstration 4.90 Strongly Agree Classroom training 3.65 Agree Counseling 3.65 Agree Job instruction 4.70 Strongly Agree Delegation 3.55 Agree Learning from colleagues 2.45 Undecided Special projects and special 3.60 Agree courses Group discussion 3.96 Agree Programme instructions 3.66 Agree Simulation exercise 3.55 Agree Conferences 4.00 Strongly Agree Case study 3.65 Agree Role playing 3.60 Agree Lectures 3.98 Agree Job rotation 4.91 Strongly Agree Committee membership 3.61 Agree Professional body membership Agree (Field Survey, 2012) Responses in table 2 indicate that all the methods itemized above are proper methods of training and development of manpower in an organization except item nine (9) which was seen as neither good method nor a bad method. 1

5 Table 3: The objectives of manpower training and development Items Mean Decision To improve the quality and 4.57 Strongly Agree quantity of workers production To help increase the 4.60 Strongly Agree performance of workers efficiently and effectively To help increase workers 3.69 Agree morale and enthusiasm for work Help increase workers job satisfaction and motivation Agree To reduce chances of 4.61 Strongly Agree industrial accident and help workers be adaptable to ever changing realities of modern business world and technology To help modify the behaviour 4.47 Strongly Agree and attitude of workers towards their job and organization To help equip the workers 4.77 Strongly Agree with skills and techniques that will enable then challenge their competitors (Field Survey, 2012) The respondents in Table 3, either agreed or strongly agreed with the listed objectives. This revealed that all the listed objectives of manpower training and development explain the situation in their organizations. 174

6 Table 4: Effect of manpower training and development in achieving organizational performance. Items Mean Decision Increase in production of 4.71 Strongly Agree goods and services. Increase in effectiveness and 4.55 Strongly Agree Efficiency of workers. Preparation of workers for 4.59 Strongly Agree higher Responsibilities/jobs Boasts workers morale and 3.59 Agree Increase job satisfaction Increase capacity to adopt new 3.61 Agree Technology and methods. Reduces employee turnover 3.96 Agree and Enhanced company s image Reduces waste, accident, 3.78 Agree lateness And absenteeism of workers Increases workers skill, 4.55 Strongly Agree knowledge And techniques of handling a job (Field Survey, 2012) Information in table 3 revealed that all the respondents are in agreement with all the suggested effects of manpower training and development in achieving organization performance. Discussion The result of the study revealed that manpower training and development in organization can be done through coaching of workers, orientation, apprenticeship, demonstration, classroom training and counseling of the workers. This is in line with the view of Ogunbameru (2004). They suggested that methods of training and development of workers include on the-job-training and off-the-job training such as; apprenticeship, demonstration, orientation, coaching and so on. It further revealed that job instruction, delegation, special projects, group discussion, programmed instructions were also among the methods of training and development manpower in organizations for effective organizational performance. This corroborated the assertion of Ewuim and Ubochi (2007) that simulation conferences, case study, role playing, lecturing, job rotation and so on, were among the 175 methods of training and development of manpower in organisations. This is because these methods are tested and found reliable for increased productivity and self-reliance if practiced fully by the organization. However, the finding revealed that learning from colleagues may or may not be effective methods of manpower training and development. This might be as a result of nonspecification/clarification of type or level of colleagues whether ordinary friends or experts in the field. Result in table 3 revealed that the objectives of manpower training and development are to improve the quality and quantity of workers productivity and to help increase the performance of the organization. Draft (1983) agreed with this result when he suggested that increased productivity is among the major objective of manpower training and development. This study also revealed that organization involved training and developing manpower because of the major objective of increased workers morale and enthusiasm which would assist heavily in increasing organizational

7 productivity. Among other objectives of manpower training and development are to reduce industrial accident, modify behaviour of workers towards job, equip workers with skills and techniques that will enable them challenge their competition etc. Ogunbameru (2004) summarizes that executive development programme aimed at improving the managers decision making skills, interpersonal skills, organizational knowledge, general knowledge specific individual s needs, job knowledge etc. could improve staff morale. Table 4 results indicated that training and development of manpower, in organization affects organizational performance in the area of increase in productivity and effectiveness and efficiency of workers. This also concurs with Cole (2007) who suggested that training need arises from demand of the job and demand of the organization. Thus, the effect of manpower training and development is for increased production and increase in effectiveness of workers. The study further revealed that manpower training and development prepare workers for higher job/responsibilities, boosts workers morale and increases job satisfaction in the organization. The description of wikipedia (2010) synchronizes with this result. Johnson and Scholes (2002) summarized that increased job satisfaction and morale among employees were among the effects of manpower training and development. This is because during training the worker is meant to understand his job and the importance of his job schedule to the organization. Other effects of manpower training and development as revealed by the study include; increased capacity to adopt new technologies and methods, reduction in employee turnover, reduction of wastes, accidents and absenteeism of workers which is in agreement with the views of Kayode (2001). Finally, manpower training and development as indicated by the result of the study assist immensely in increasing workers skills, knowledge and technologies of handing a job in an organization. As a result of this, the use of modern technology in production was found very easy. Workers on their own were able to do things by themselves based on their practical experiences during training and development. Training forms the core of apprenticeships and provides the backbone of content at institution of technology (Cole 2007 and Wikipedia, 2010). It is a learning activity which is 176 directed to the acquisition of specific knowledge and skill for the purpose of an occupation or task. (Ivancevich et-al, (1994). Conclusion and recommendations From the study it is evident that organizational performance depends largely on manpower training and development. Manpower training and development is a programme designed purposely for the staff in an organization, to enable them work towards taking the organization to its expected destination. These destinations are the goals which an organization set for themselves. To actualize these goals, proper methods of training and development of manpower is required through on-the-job training methods such as: job institution, coaching, demonstration conferences etc. In view of the primacy and indispensability of the role of manpower training and development in achieving organizational goals, business organizations should set up regular training and development programmes that are capable of raising the skills, morale and productivity of employees. It is strongly suggested that personnel managers of business organizations should involve experts in mapping out their training and development needs. The reason for this is to avoid wastes, both in terms of time and resources, by providing what is actually needed and very relevant to the needs of the employees. When this is done, the objectives of manpower training and development will be realized, thus repositioning the organization at the level of higher performance. References Adeniyi O. I (1995): Staffing Training and Development: in Ejiogu, A; Achumba, l. New Ed. Enugu: Asika Publications Ajibade, E. S. (1993): Staff Development and Inservice for Teachers: in Ajbade (ED) Educational Issue Policies and Practice in Eighties and Beyond: Emia Nigeria Publication Cole G. A (2002): Personnel Management Theory and Practice; London; East Wilts Educational. Drucker P. F. (1999): Management Challenges for the First Century, New York. Hoper Business.

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