EFFECT OF STAFF TRAINING ON JOB SATISFACTION (A STUDY OF KOGI STATE JUDICIAL SERVICE)


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TABLE OF CONTENTS

Title page
Abstract
Table of Contents

CHAPTER ONE
INTRODUCTION
1.1       Background to the Study
1.2       Statement of the Research Problem
1.3       Research Questions
1.4       Objectives of the Study
1.5       Hypotheses of the study
1.6       Significance of the Study
1.7       Scope and Limitation of the Study
1.8       Plan of Study
1.9       Operational Definition of Key Words

CHAPTER TWO
LITERATURE REVIEW AND THEORETICAL FRAMEWORK
2.1       Introduction
2.2       Concept and Objective of Training
2.3       Concept of Training Programme and Policy
2.4.      Review of Theories of Motivation and Job Satisfaction
2.4.1    Instrumentality Theory
2.4.2    The Content (Needs) Theories
2.4.3    Process Theories
2.4.4    Expectancy Theory
2.4.5    Equity Theory
2.5.      Concept of Job Satisfaction
2.6.      Review of Empirical Studies
2.7.      Theoretical Framework

CHAPTER THREE
RESEARCH METHODOLOGY
3.1       Introduction
3.2       Research Design
3.3       Population and Sample size of the Study
3.4       Sampling Technique
3.5       Instruments of Data Collection
3.6       Administration of Instrument
3.7       Method of Data Analysis

CHAPTER FOUR
HISTORICAL BACKGROUND OF KOGI STATE JUDICIARY
4.1.      Staff Training in Kogi State Judicial Service
4.2       The Kogi State Judicial Service
4.2.1    The High Court
4.2.2    The Sharia Court of Appeal
4.2.3    The Customary Court of Appeal
4.2.4    The Judicial Service Commission

CHAPTER FIVE
DATA PRESENTATION AND ANALYSES
5.1       Introduction
5.2       Return of Questionnaires
5.3       Summary of Interview Responses
5.4       Test of Hypotheses
5.5       General Discussion of Findings
5.6       Summary of Findings

CHAPTER SIX
SUMMARY, CONCLUSION AND RECOMMENDATIONS
6.1       Summary
6.2       Conclusion
6.3       Recommendations
6.4       Suggestion for Further Study
References
Appendices



ABSTRACT

Despite various training courses attended by staff of Kogi State Judiciary, there has been low morale and no job satisfaction. The major objective of this research was to determine the effect of training on job satisfaction in Kogi State Judicial Service for the period of 2003 to 2012. Specifically, the study sought to find out the extent to which attendance of short/long term course/programmes, and acquisition of higher educational qualifications (Degrees/Diplomas) has affected job satisfaction of staff of Kogi State Judicial Service. The research hypothesized that “that short or long term training courses and acquisition of higher educational qualifications does not affect staff job satisfaction”. The expectancy theory of Vroom (1964) was adopted for this research. The Survey research design with sample size of 338 using stratified random sampling technique for questionnaire distribution was used for primary data collection complimented by interview. Secondary data was derived from official records, text books, journals and internet materials. Data analysis was done by the use of frequency tables, percentages and chi square statistical tool. The research found that staff valued training as opportunity for career growth and advancement but lack of proper administration of training in Kogi State Judicial Service has led to poor job satisfaction. It was recommended that the Kogi State Judicial Service Commission should put in place specific training programmes that would guide staff training rather than the current laissez faire attitude towards management of staff training. Also, adequate budgetary provision should be made yearly to reward training to ensure job satisfaction in Kogi State Judicial Service.




CHAPTER ONE

INTRODUCTION

1.1              Background to the Study


Training is one of the most important issues for human resource management. Through appropriate training, organizations can rely on competent and motivated employees, ready to meet technological and strategic requirements while employees expect to meet their needs and desires and satisfy them through training. Literature reveals that human resources represent the most important and variable factor of the production process, besides being a vital and strategic element for any organization whose target is to improve its productivity and competitiveness (Kazaz and Ulubeyli 2007). Thus, the implementation of policies, programmes and practices related to human resources, such as those regarding selection, recruitment procedures, training, incentives and assessment, are closely related to the overall performance of the organization, which implies that human resources become a beneficial source of competitiveness (Osman et al. 2011).

Different researches consider training as one of the most important issues in the field of human resources (Loosemore et al. 2003, Porret 2007). This is so because training is an essential factor whenever availability and suitability of skilled workers, able to adapt themselves to the technological and strategic needs of the organization, are required. On the other hand, training is also essential to ensuring that employees get the appropriate skills to carry out their work successfully (Loosemore et al. 2003, Osman et al. 2011). Organizations involved in effective training programmes are better equipped to retain workers more satisfied with their job and, consequently, more committed to the company. Moreover, while satisfied workers are generally willing to accept the objectives and values of the organization (Schmidt 2007), training that does not fulfil workers‟ expectations and needs could generate negative attitudes (Schmidt 2009). However....

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