CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
Employees are the most priceless assets of any organization. In other words, there could be state-of-the-art machines, materials and even money, yet nothing can be done without man-power. Thus, the effectiveness and success of an organization therefore lies on the people who form and work within the organization. This implies that the human resource of an organization is the determinant for the realization of its goals (Kepha and Omoke, 2014).
Employee performance, on the other hand, relates to outcomes of job-related activities undertaken by employees in the course of their duties. It is assessed periodically at regular intervals such as on an annual, semi-annual and quarterly basis in order to help employees identify suggested areas for improvement. Employee performance is influenced by many factors such as management-subordinate relationship, the working conditions, reward system, employee team work and employee training. The quest for employee performance is therefore not new; rather, it has existed since the scientific management movement (Holzer, 2007).
It is important to state that simply having the personnel is not a guarantee for the organization to be successful unless and until the organization improves the performance of the personnel from time to time. The reason for this can be adduced to the fact that there are many factors that may affect the employees performance such as their abilities, motivations, the support they receive, the nature of the work they do as well as their relationship with the organization. This therefore implies that the employees and the organizations can perform more efficiently and effectively, when the skills, knowledge and understanding of the employee are enhanced and developed through appropriate in-service training programmes (Orodho, 2014).
In-service training can be carried out in form of induction, on-job training, off-job training or career development training. Induction training helps new employee to settle quickly into their job to become efficient and productive (Foot & Hook, 2008). Mullins (2002) asserts that induction introduces a new member of staff to the culture and environment of the organization, its policies and practices and to other members of staff. The induction process therefore plays a crucial role to create a favourable image of the organization for the new employee and familiarize them with the culture, accepted practices and performance standards of the organization. This highlights the need to develop a well-structured induction training programme that benefits both the employees and the organization (Mullins, 2002).
On the other hand, most employees join organizations with academic knowledge but with no knowledge and skills about the job. The employees therefore require specific training to face their workplace, learn new technologies in order to be more competitive. This is known as on-the-job training. On-the-job training therefore develops employee skills and increases the firms overall performance (Salas and Browers, 2001).
Similarly, off-the-job training is conducted at a site away from the work environment by professionals in a particular field to impart knowledge to employees and enables employees full concentration on learning new skills, knowledge and behaviour without distractions (Hansson, 2008). Through off-the-job training, employees transfer knowledge gained during training to actual job, develop problem solving and decision making skills.
Lastly, career development training is designed to upgrade the knowledge, skills, and ability of employees in order to help them assume greater responsibility in higher positions. This type of training is arranged departmentally for successful extension workers at all levels for their own continuing education and professional development. The training has the fundamental impact on efficiency, effectiveness, morale and profitability of an organization (Beardwell, Holden and Claydon, 2004).
Currently, most organizations have come to understand better the significance of training employees for their survival in knowledge-intensive and volatile markets of this era, and thus have increasingly acknowledged the profitability of developing their human resources through various forms of training (Bergemann, Fitzenberger and Speckesser, 2009; Salas and Cannon-Browers, 2001). Abtahi (2009) affirms that improving education and human resources make employees more prepared and better equipped to do their specific tasks and take their newer and higher responsibilities in the organizations. Employee training is therefore an important aspect of human resource practice that is closely linked to organisational performance (Dixon, 1990). Invariably, those organizations which do not provide in-service training for their employees will suffer immensely in terms of service delivery.
Despite the obvious significance of training and induction, the enormous expansion in the content of training programmes over time has largely been taken for granted by many organisations. Some Human Resources departments often question the necessity and appropriateness of training a particular employee at a particular time. Mourdoukoutas (2012) revealed that some of those organizations that neglect employee training do so because of the huge cost of training and the fear of losing those employees after training them.
In order to investigate the significance of employee training and induction, this study was embarked on in order to ascertain the effect of employees training and induction on work performance in an organization with particular reference to the employees of Nigeria Bottling Company, Ninth mile, Enugu.
1.2 Statement of the Problem
Developing employees competences through appropriate training programmes or policies is critical for the performance of any organisation. However, the way employers and employees of most organisations in Enugu state view employees training have had a militating effect on the success of the organization. Thus, the determining factor necessary for enhancing employees performance is dependent on how seriously the Management of the organisation takes the training of its employees.
It is important to state that despite the obvious significance of training and induction on employees performance, the researcher has observed that the significance of training programmes for employees in most organisations in Nigeria have often been taken for granted. A typical situation that is noticed in most organisations is the fact that some Human Resources Departments often question the necessity and appropriateness of training a particular employee at a particular time. In other situations, there are those who totally neglect employees’ training and induction because of the huge cost of training and the fear of losing those employees after training them.
Another worrisome scenario stems from the fact that the process and method that are usually adopted by some Human Resource departments in most organisations in Nigeria in the identification of the employees that require training are haphazard. This is because, oftentimes, the Human Resources department does not conduct training needs assessment that will help them to ascertain an identified skill gap which needs to be filled through training.
In order to enhance the importance that most organisations in Enugu state place on employees training and induction, there is need to ascertain the significant effect that employees training and induction has on work performance in an organisation. This study therefore seeks to fill this research gap by investigating the effect of employee training and induction on work performance with particular focus on the employees of Nigeria Bottling Company, Ninth mile, Enugu.
1.3 Objectives of the Study
The objectives of the study are to:
Ascertain the effect of induction training on employee performance in Nigeria Bottling Company, Ninth mile, Enugu.
Determine the relationship between on-the-job training and employee performance in Nigeria Bottling Company, Ninth mile, Enugu.
Investigate the effect of off-the-job training on employee performance in Nigeria Bottling Company, Ninth mile, Enugu.
Determine to the relationship between career development training and employee performance in Nigeria Bottling Company, Ninth mile, Enugu.
1.4 Research Questions
Based on the objectives stated above, the following research questions were drawn:
What is the effect of induction training on employee performance in Nigeria Bottling Company, Ninth mile, Enugu?
What is the relationship between on-the-job training and employee performance in Nigeria Bottling Company, Ninth mile, Enugu.
What is the effect of off-the-job training on employee performance in Nigeria Bottling Company, Ninth mile, Enugu?
What is the relationship between career development training and employee performance in Nigeria Bottling Company, Ninth mile, Enugu?
1.5 Statement of Hypotheses
In order to achieve the above-stated objectives, the following hypotheses were formulated:
Induction training does not have a significant effect on employee performance at Nigeria Bottling Company, Ninth mile, Enugu.
There is no significant relationship between on-the-job training and employee performance at Nigeria Bottling Company, Ninth mile, Enugu.
Off-the-job training does not have a significant effect on employee performance at Nigeria Bottling Company, Ninth mile, Enugu.
There is no significant relationship between career development training and employee performance at Nigeria Bottling Company, Ninth mile, Enugu.
1.6 Significance of the Study
This study when published will achieve the following:
To Researchers: The study serve as a reference material that will help other researchers to have an in depth knowledge on the effect of employee training and induction on work performance with focus on the employees of Nigeria Bottling Company, Ninth mile, Enugu.
To Top management and Human Resource department: The study will help the top management in taking strategic decision that affect training and development for the overall growth of the industry while it will help the human resource department in the proper planning and execution of training and development programmes.
To the Employees: Employees of Nigeria Bottling Company, Ninth mile, Enugu, will have adequate knowledge as to the importance of training and why it is necessary that they are trained from time to time.
Most importantly, the study will serve as a rich reference material for further researches that border on the effect of employee training and induction on work performance in organisations in Nigeria.
1.7 Scope of the Study
The study borders on ascertaining the effect of employee training and induction on work performance with particular focus on the employees of Nigeria Bottling Company, Ninth mile, Enugu. The study will focus on the effect of induction training, on-the-job training, off-the-job training and career development training on the work performance of employees of Nigeria bottling Company, Ninth mile, Enugu.
The geographical scope of the work is Enugu State situated in the South-eastern part of Nigeria. Nigeria Nigerian Bottling Company Plc was chosen for the study.
1.8 Limitations of the Study
The following constraints were encountered in the course of this work.
Lack of reliable data: This challenge stemmed from the unwillingness of the respondents to give out available and reliable data mainly because they wanted to be anonymous.
Dearth of Research materials: The researcher was also constrained in the search of research materials. This challenge stemmed from the fact that the study is an original study in Nigeria Bottling Company, Ninth mile, Enugu. In other words, no study as this has been carried out in the aforementioned organization.
However, the researchers conviction and interest in the study helped to overcome these challenges.
1.9 Operational Definition of Terms
Training: This refers to the act of teaching a person a particular skill or type of practice through sustained practice and instruction. In-service training can be carried out in form of induction, on-the-job training, off-the-job training and career development training.
Induction: Induction is the planned introduction of new employees to their jobs, their coworkers, and culture of the organization.
Off-job training: This is training either short or long term that is conducted at a site away from the work environment to enable employees concentrate on learning new skills, knowledge and behavior.
On-job training: Training provided to inexperienced employees during the initial stages of employment. This is usually delivered by a professional trainer or an experienced employee, and typically consists of “hands-on” training.
Employee: This refers to an individual that works part-time or full time under a contract of employment, whether oral or written, express or implied, and has recognised rights and duties.
Employee performance: Employee performance relates to outcomes of job-related activities undertaken by employees in the course of their duties. It is assessed periodically at regular intervals such as on an annual, semi-annual and quarterly basis in order to help employees identify suggested areas for improvement.
REFERENCES
Abtahi, H. (2009). Education and Human Resource Development. Tehran: Industries Development and Renovation Organization Publication
Beardwell, I., Holden, L. And Claydon, T.(2004). Human Resources Management a Contemporary Approach, 4th edition, Harlow: Prentice Hall
Bergemann, A., Fitzenberger, B. And Speckesser, S., (2009), Evaluating The Dynamic Employment Effects Of Training Programs In East Germany Using Conditional Difference-Indifferences, Journal of Applied Econometrics, 24(5), 797-823.
Dixon, N. M., (1990), Evaluation: A tool for improving Human Resource Development Quality. California.
Foot, M & Hook, C. (2008). Introducing Human Resource Management. 5th ed. Essex: Pearson education limited.
Hansson, B. (2008), Job-Related Training and Benefits for Individuals: A Review of Evidence and Explanations, OECD Education Working Papers, No. 19, OECD Publishing. http://dx.doi.org/10.1787/237755412637
Holzer, H. (2007), Investing in workforce development; Defining the business interest, Washington DC, 23 -31
Kepha, O., Omoke, D. (2014), The Influence of Training and Development on the Performance of Employees in Research Institutes in Kenya, International Journal of Science and Research (IJSR), 3 (5),
Mourdoukoutas, (2018), Career Development Gap.https://academicpower.blogspot.com/2016/02/factors-that-militate-against-effective.html Accessed from www.forbes.com/sites/panosmourdoukoutas/career-development-gap-why employers-fail-to-retain-top-talent on 18th January, 2017.
Mullins, L. J. (2010). Management and Organizational Behaviour. 9th ed. Essex: Pearson education limited. Published by Financial Times Management
Orodho J.A, (2004).Elements of Education and Social Sciences Research Methods. Masola Publishers: Nairobi, Kenya
Salas, E. And Cannon-Bowers, J. A. (2001), The Science of Training: A Decade of Progress, Annual Review of Psychology, 52, 471499.
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1 Conceptual Framework
2.1.1 The Concept of Training
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