TRAINING NEEDS AND PERFORMANCE EVALUATION IN PUBLIC SECTOR ORGANISATION (A CASE STUDY OF SHEHU SHAGARI COLLEGE OF EDUCATION SOKOTO)

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TABLE OF CONTENTS

Title Page
Table of Contents

CHAPTER ONE: GENERAL INTRODUCTION
1.0       General Introduction
1.1       Background of the Study
1.2       Statement of Research Problem
1.3       Research Question
1.4       Objectives of the Study
1.5       Hypothesis
1.6       Significance of the Study
1.7       Scope and Limitation of the Study
1.8       Definition of Terms
1.9       Chapterization

CHAPTER TWO: LITERATURE REVIEW AND THEORETICAL FRAME WORK
2.0       Introduction
2.1       Theoretical Framework
2.2       Concept of Training Need
2.3       Performance Evaluation
2.4       Types of Training Techniques
2.5       Apprentice Training
2.6       Vestibule Training
2.7       On-The-Job Training
2.8       Programmed Instruction
2.9       Orientation and Induction as Part of Training
2.10     Planning Training
2.11     Evaluating of Training
2.12     The Benefits of Training
2.13     Performance Evaluation Techniques (Types)
2.14     Ranking System
2.15     Person to Person Comparison
2.16     Grading Scale
2.17     Graphic Scales
2.18     Check Lists
2.19     Force Choice Description
2.20     Behavioral Anchored Rating Scale
2.21     Management by Objective (M.B.O)
2.22     Objectives of Performance Evaluation
2.23     Critique of Evaluation Schemes
2.24     Public Sector Organization
2.25     The Role of Public Sector Organization

CHAPTER THREE: RESEARCH METHODOLOGY
3.0       Introduction
3.1       Research Design
3.2       Sources of Data
3.3       Population and Sample
3.4       Method of Data Analysis
3.5       Method of Testing Hypothesis

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.0       Introduction
4.1       Data Analysis
4.2       Test of Hypothesis
4.3       Summary of the Findings

CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION
5.1       Summary
5.2       Conclusion
5.3       Recommendations
            References


CHAPTER ONE


1.0         GENERAL INTRODUCTION


The major concern of the staff of organization [institution] should be responsible for the achievement of the objective for which such organization was established. This call for proper and efficient management of both human and materials resources of the organization.

The training of employees is an issue that has to be face by every organization, the amount and quality of training carried out varies enormously from one organization to another.

Factors influencing the quality and quantity of training are degree of change, new processes, new market etc availability of suitable skills within the existing workforce and adaptabilities of existing workforce. The extent to which the organization supports the idea of internal career. The commitment of senior management to training such as an essential part of economic success

Saleem and Mehwish (2011) suggest that training is a major activity for human resources development for employee’s developments.

1.1         BACKGROUND OF THE STUDY


Training at one extreme consists of a few hours of institution by supervisor who give the new employee a skeletal outline of the institution policies the location of the criteria and summary of work rules. At the other extreme, it consist of several years formed courses designed to develop qualified specialist. Between these extremes are countless programmed designed to fit the need of particular institution.

It is misleading to think of job training purely in terms of formal courses and programmed. Almost everything that happen to employees after they join an organization also serves as training and experience action that are rewarded and provided satisfaction tend to be repeated. Without training the achievement of the higher performance is not assumed. The efficiency of any institution depend directly on how well its employees are trained, newly hired employees required training to keep alert to demand of their present jobs and to prepare for transfer and promotion.

1.2         STATEMENT OF RESEARCH PROBLEM

It is generally believed that civil servants are often accused in their respective organization of being unproductive or crossing the back of organization such in puntualility, employees refuse to work giving complain and flimsy excuse, these should not be found in organization because they are negative attitudes toward such organization. An example of such place is the civil services organization. The attitude of the employee conduct is very low, government workers have ’’I don’t care’’ attitude towards their.....

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