THE IMPACTS OF TRAINING AND DEVELOPMENT ON ORGANISATIONAL PERFORMANCE
After an individual’s is chosen for hiring or promotion, the next step is often some form of training. In the personnel management, the term training is usually refers to teaching lower or technical employee how to do their present job while development refers to teaching managers and professionals the skill need for both present and the future jobs.Training and development are necessary to enable employee to perform their present job well and also assessing training needs, planning and conducting the training program, need, and evaluating the effectiveness of the program. Residents in the study area were selected and units of NTA were randomly selected for data collection. The data sources were from both primary and secondary which structured questionnaire and personal interview were administered. A total of 50 out of 70 questionnaires were received making of 71.4% and found analyzable which shows resident of NTA Lagos. The application of sample and data analysis from the basis of chapter three, various table were sighted in chapter four while chapter five drew out finding, conclusion and suggested recommendation.
1.1 BACKGROUND TO THE STUDY
Organisation, individual should develop and progress simultaneously for mutual survival and attainment of goals. So every modem management has to develop the organisation through human resource (Development Employee training is the important sub-system of human resource manpower. Employee training is a specialized function and is one of the fundamental operative functions function for human resources management. The training and development of employees is an issue that has to be face by every organisation. The amount and quality of training carried out varies enormously from one organisation to another. Factors influencing the quantity and quality of training and development activities include:
· A degree of change in the external environment (e.g. technical change, legislation change e.t.c).
· A degree of internal change (new processes, new market e.t.c.).
· Availability of suitable skills within the workforce.
· The extent to which the organisation supports the idea of internal career development.
· Adaptability of existing workforce.
· The commitment of senior management to training as essential part of economic success.
· The extent to which management see training as a motivating factor in work. Fajana (2000) posited that there are four factors of production namely; Land, Labour, Capital and Entrepreneur. All these factors are central and indispensable to productivity, effectiveness and efficiency of any organisation either public or private; providing services and goods or ideas. It is important to state here that while all factors are important, independent on each but cannot function without the others. Labour can be defined as the number of hours an individual makes himself available for work or the amount of work put in by the work force is without doubt the most important factor without which productivity is nearly impossible.
Labour is absolutely impossible to do without highly technical and mechanized organisations including the public sector, as the machines, no matter how sophisticated, it cannot be operated without human interference. Man is the most versatile and unpredictable factor of production. He is unique in his ability, to reason, resist, resent, complain, etc. But in man lies the most credit worthy investment to embark on and this is the reason why training and development of individual workers are important to the organisational goals and aspirations. This point is further buttressed by John William Toigo (1959). According to him, ‘human resources have thus become the key asset of the new age Corporation’. Given this fact, it follows that a substantial portion of a Company’s financial capital will be invested in effort to harness the motivational skills of its employees so that individually they can make contributions that will enhance the competitiveness and ability of the organisation as a whole. Croft (1977) opined that in a country, the need for manpower training shows itself in many ways.
1.2 STATEMENT OF PROBLEM
An organisation is a social system comprising of individuals both (employers and employees) sub-systems and it is right to know that each organisation’s system intertwines or interacts with one another in order to make for a better organisation which can stand the test of time, stress, competition with similar organisation in the geographical area or same community as it may be with the utilisation of human and material resources, it has been discovered that certain problems still persist. These include low productivity, inefficiency and redundancy in most organisations. Also, the issue of laziness, dereliction of duty, lackadaisical or nonchalant attitude to work are prevalent in the organisation.
1.3 OBJECTIVES OF THE STUDY
The objectives of this study are as follows:
(a) To determine the effects of manpower development on organisational productivity.
(b) To determine the factors that contributes to the effectiveness of manpower development.
(c) To identify the various manpower development techniques available to organisation.
(d)To determine the benefits of manpower development with respect to organizational efficiency. And productivity using the Nigerian Television Authority (NTA) Lagos Branch as case study.
(e) To distinguish manpower planning, manpower training and manpower development from one another.
(f) To find out the importance of manpower development to an organization.
1.4 RESEARCH QUESTIONS
The purpose of research questions cannot be overemphasized. Research questions are to motivate the need to seek valuable opinions and to obtain some useful information on the extent of ones knowledge about the impact of training and development of organizational performance (A Case Study of Nigeria Television Authority) (NT.A.). it is essential to have training requirements ‘planning system, where detail of the service delivery need are overlaid upon the ideal training model with strict adherence of policy to the service delivery requirement in a timely satisfactory and couple with the rising research question as follows:
1. Who is responsible and what are the current procedures at various structural level in Nigerian Television Authority?
2. How do these relate to the policy?
3. Why is good manpower necessary in N.T.A Channel 10.
4. What are the factor that contributed to the effectiveness of manpower development?
5. To what benefits of manpower development with respect to organizational efficiency?
1.5 RESEARCH HYPOTHESES
Premised on the research endeavours, this work uses the following as working hypotheses:
a) Ho: An increase in the level of manpower training and development of the employees will not yield an increase in the skill acquired.
H1: An increase in the in the level of manpower training and development of the employees will yield an increase in the skill acquired.
b) Ho: Proper manpower training and development of staff does not lead to improvement on the quality of the job performance.
c) H0: Manpower training and development is not a pre-requisite to attaining individual goals and aspirations.
H1: Manpower training and development is a pre-requisite to attaining goals and aspirations.
1.6 SIGNIFICANCE OF THE STUDY
The research into manpower training, development and planning will contribute significantly to human resources development and management. It will be significant in the following areas;
(a) It will expose a sound knowledge of manpower training and subsequently manpower development and its resultant effects on managerial effectiveness and efficiency.
(b) It will encourage management to think systematically and improve interactions between executives as regards the upgrading of their employees and the impact on the organisation.
(c) The research will explain the relevance of manpower development and its relationship with the strategic planning of an organisation.
(d) It will also serve as a reference point for other researchers.
(e) It will be beneficial to the Nigerian Television Authority where organisational policies on manpower planning may be influenced by the findings of this research work.
1.7 SCOPE OF THE STUDY
The scope of this study is based on the ascertaining the reasons for the occurrence of organisational achievement as well as to seek the effects or impacts of non-performance of manpower development on organisational achievement. The other areas covered by this research work are Indication training, Vocational Training, Supervisory Training, Management Training, Human Relations Training and Technical Training.
1.8 LIMITATION OF THE STUDY
These arise at any stage of the study beginning from the selection of the topic to the result of the study. These are the aspects in which the study falls short of ones expectation.
Some limitations were encountered in the research project as follows:
1) Non-chalant to Work
2) Inefficiency and redundancy in the organisation
3) A small fraction of the questionnaire were returned
4) Inability to reach all members of the sample, resulting to
an unrepresentative sample.
5). Inability to distinguish manpower planning, manpower
training, manpower development from one another.
1.9 DEFINITION OF TERMS