RELATIONSHIP BETWEEN EMPLOYEE TRAINING AND ORGANIZATIONAL PERFORMANCE (A CASE STUDY OF FIRST BANK MAIN BRANCH KATSINA STATE)

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ABSTRACT
The study was undertaken at Katsina state First bank main branch  on the topic Relationship between  employee training and organizational performance”. The purpose of the study was to investigate whether there is relationship between employee training and organizational performance with Katsina state  First bank  main branch as a case study. The methodology that was used for the study was survey. Employee training is based on various reasons which could be detrimental to the overall objective of the organization. The HRD ensure that sending an employee on training will translate to increase in productivity. Thus, adequate consideration should be taken by the HRD when selecting a candidate for training. The ability to manage and work around the challenges faced when carrying out this HR function will ensure a better training objective that will affect the productivity of the employee and the organization. Since the  these factors brings with it some negative implications and consequences of low productivity, high rate of employee turnover and high cost; this study therefore was aimed at identifying the relationship between employee training and organizational performance with special emphasis on the process and procedure of selecting employee for training. Pursuant to this, some objectives were formulated by the researcher. Finally, it is recommended that The HR department should ensure also that adequate training design, rich in content is used for employee training. The content should be able to include all the identified skill gaps, while making sure that a trainer who is knowledgeable and experienced in that area is contracted for the training delivery.


TABLE OF CONTENT

Title page
Table of Contents
List of Tables
List of Figures
Abstract

CHAPTER ONE: INTRODUCTION
1.1       Background to the Study
1.2 Statement of the Problem
1.3 Objectives of the Study
1.4 Research Questions
1.5 Research Hypotheses
1.6 Scope of the Study
1.7 Significance of the Study
1.8 Operational Definition of Terms

CHAPTER TWO: LITERATURE REVIEW
2.0 Introduction
2.1 Conceptual Framework
2.1.1 Purpose of Training
2.1.2 Types of Training
2.1.3   Identification of Training Needs in an Organization
2.1.4 Methods of Training
2.1. 5 The Concept of Psychological Contract
2.2 Theoretical framework
2.2.1 Theoretical Models Linking Training to Organizational Performance
2.2.2 Learning Theories
2.3 Empirical Review of Training on Organizational Performance
2.13 Summary of the Chapter

CHAPTER THREE: RESEARCH METHODOLOGY
3.0 Introduction
3.1 Research methods/Research Design
3.2 Population and sample size of the Study
3.3 Methods of data collection
3.3.2 Primary Source
3.3.3 Secondary Source
3.4 measurements of variables
3.5 Method of Data Analysis
3.6.1 Decision Rule
3.7 Summary of the Chapter

CHAPTER FOUR: PRESENTATION. ANALYSIS AND INTERPRETATION OF DATA
4.1 Introduction
4.2 Data Presentation, analysis and interpretation
4.2.2 Data presentation, analysis and interpretation based on hypothesis
4.2.3 Hypotheses Testing
4.3 Discussion of Findings
4.4 Summary of the Chapter

CHAPTER FIVE: SUMMARY OF FINDINGS, RECOMMENDATION AND CONCLUSIONS
5.1 Summary of Findings
5.2 Conclusion
5.3 Limitations of the Study
5.4 Recommendations
     References

     Appendix


CHAPTER ONE
                                                              INTRODUCTION                    
1.1  Background to the Study
To efficiently manage and achieve set objectives of an organization both large and small, it involves acquiring and utilizing the right calibre of staff in their right numbers at the right time. The formal educational system does not adequately provide students with all the needed skills for the job market and there have been the need for employers to train new recruits to enhance their skills for the job market. It is therefore incumbent on the employer to train and develop these fresh graduates to enable them have the needed skills, knowledge, abilities and competencies needed for the work. It has therefore become necessary for many organizations to engage in extensive training and development of their employees especially those who are employed just from school to enable them acquire the necessary skills to be able to make meaningful contribution towards the organization’s growth (Luo, 2000).

Training is necessary in view of advancement in modern world given the growing complexity of the work environment, the rapid change in organizational and technological advancement which in turn necessitates the need for training. The role played by staff training can no longer be over-emphasized as many have come to recognize that training offers a way of developing skill, enhancing productivity, guaranteeing quality of work and building worker’s loyalty to the firm.
Organizational goals also keep changing in line with the realities of the time; technology keep getting sophisticated; customers and clients of organization become more choosy and conscious of their rights in demanding organizational products and services, and organization product and service keep changing in response to their choice. These keep increasing the need for well-trained employees (Okotoni and Erero, 2005).
Today, we are witnessing an overwhelming number of research studies from both descriptive and prescriptive traditions, focusing on several characteristics of training programs as well as their costs and benefits for business organizations (Becker and Gerhart, 1996). At the same time, organizations have come to better understand the significance of training 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 (Berge, 2001; Salas and Cannon, 2001). Human resource capital of any organization plays an important role, thus training and retraining helps in fortifying employees (Khan, 2011).

Many organizations in Africa and especially Nigeria perform training activities in an ad hoc and haphazard way. Training in these organizations is more or less unplanned and unsystematic and even where there is a planned training programme, financing becomes a problem. Training which normally starts off in this unplanned manner may provide general knowledge to employees but may not help in solving real job related problem. The problem with training in our part of the globe stems from the fact that there is less competition in the market, rate of growth of technology is low and most employers see training of their employees as a favour to the employees.

Despite the obvious significance of training, the enormous expansion in the content of training programs over time has largely been taken for granted. Some Human Resources Departments rarely question the necessity and appropriateness of training a particular employee at a particular time. Often times, there are ulterior motives why employees are sent on training. Mourdoukoutas (2012) found out 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.

The training and development of the employees has direct contributions in the high achievements of organization which shows better performance. Training increased the organizational performance which was predicted by many researches (Peteraf, 1993; Niazi, 2011). Performance of an organization is defined as how effective and efficient managers use organizational resources to satisfy customers and achieve organizational goals and objectives. Ideally, the more employees are trained and are satisfied with their work and environmental conditions, the more they can help enhance their organizations' performance. 


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