STAFF TRAINING AND ORGANIZATIONAL PRODUCTIVITY OF UBA PLC PORT HARCOURT

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Abstract

The study examined the relationship between staff training and organizational productivity in UBA Plc Port Harcourt; the objectives of the study are to examine the relationship between apprenticeship and organizational productivity in UBA PLC Port Harcourt, to examine the relationship between induction/orientation and organizational productivity in UBA PLC Port Harcourt and to examine the relationship between internship and organizational productivity in UBA Plc Port Harcourt. The descriptive statistics was adopted. The population was made up of 100 staff of UBA PLC Port Harcourt. The Taro Yemen’s formula was used to determine the sample size of 80. A Self-designed questionnaire on staff training and organizational productivity, the simple percentage was used to analyze the research question. Findings reveal that there is a significant relationship between staff training and organizational productivity. Based on the findings of the study the following recommendations were made amongst others that subordinates should also try to communicate their work related problems to their supervisor, and when this is done, clarification will then be made hence, training effectiveness is enhanced, employees should be allowed to have worked with the a means of identifying the needs of training that employee and the promotion of employees should be strictly on merit this criterion for employees is a standard judgment in terms of  improved performance.

Table of Contents

Title Page        i

Cover Page      ii

Certification    iii

Dedication      iv

Acknowledgements    v

Abstract          vi

Table of Contents       vii

List of Tables  ix

List of figures x

CHAPTER ONE        1

INTRODUCTION     1

1.1Background of the Study  1

1.2Statement of the Problem  3

1.3Objective of the Study      4

1.4Research Questions            4

1.5Significance of the Study  5

1.6Scope of the Study            6

1.7 Limitations of the Study   6

1.8Definition of Terms           7

CHAPTER TWO        9

LITERATURE REVIEW      9

2.1    Conceptual Framework  9

2.1.2 Concept of Staff Training          9

2.1.3 Dimension of Employee Training          12

2.1.4 Concept of organizational productivity 14

2.1.5 Measures of Employee Job Performance           15

2.1.4 Effect of staff Training on Organizational productivity           16

2.2    Theoretical Framework  18

2.2.1 Maslow’s Hierarchy of Needs Theory   18

2.2.2  Alderfer’s Need Modified Theory       19

2.2.3 Herzberg’ Two Factor Theory   20

2.2.4 McGregor Theory X and Y Theory       20

2.2.5 McClelland’s Achievement Motivation Theory            21

2.2.6 Vroom’s Expectancy Theory     22

2.3Review of Empirical Study           23

CHAPTER 3   25

RESEARCH METHODOLOGY      25

3.1 Research Design   25

3.2 Population of the Study    26

3.3 Sample and Sampling Techniques            27

3.4 Source and Method of Data Collection    29

3.5 Data Analytical Method   30

3.6 Reliability and Validity    30

CHAPTER 4   31

DATA PRESENTATION AND ANALYSIS          31

4.1 Questionnaire Administration and Retrieval        31

4.2 Data Analysis        32

4.3 Discussion of Findings     36

CHAPTER FIVE       39

SUMMARY, CONCLUSION AND RECOMMEDATION           39

5.1Summary    39

5.2Conclusion 40

5.3Recommendations 41

Reference        44

Appendix I      46

List of Tables

Table 4.1 Questionnaire administration and retrieval 31

Table 4.2: show age bracket of respondents   32

Table 4.3: show sex of respondents    32

Table 4.4: Academic qualification      33

Table 4.5: Marital status          33

Table 4.6: If apprenticeship influence organizational productivity in UBA Plc Port Harcourt.         34

Table 4.7: If induction/orientation influences organizational productivity in UBA Plc Port Harcourt.         35

Table 4.8: If induction/orientation influence organizational productivity in UBA Plc Port Harcourt.          36

List of figures

Fig. 2.1 A Conceptual Framework Showing the Relationship between employee training and Job Performance    9

CHAPTER ONE

INTRODUCTION

1.1Background of the Study

Employees are the backbone of the organization. The accomplishments or issues experienced by the  organization  are  contingent  to  the  performance  of  its  employees  (Mwema&Gachunga, 2014). Therefore, it is vital for organizational leaders to recognize the importance of training and development in organizational productivity and evaluation. Enhanced capabilities, knowledge,  and  skills  are  the  foundation  for  the  organization’s  competitive  advantage  in today’s global market. Although a large number of research have been  accomplished  in  the field  of  training and  development  in  organizational productivity,  it appears  that organizational leaders  still  experience  gaps and  challenges  in this  regard. For  this  reason, the  goal  of this provide  concise  information  about  the  concept  of  employee  training, development,  performance,  and  evaluation,  as  well  as  the  reasons,  impacts,  approaches, benefits,  and  guidelines  when  implementing  effective  employee  training  and development opportunities, which ultimately enhance organizational productivity.

Employee  performance  is  defined  as  the  outcome  of individuals  with  respect  to process,  results, relevance,  and success (Nassazi, 2013). According to Arinanye (2015), the measures of success are focused on productivity, efficiency, effectiveness, quality, and attendance of work. It is  the  overall  achievement  of  a  particular  task  measured against pre-selected  standards of accuracy, cost, and speed; or  the  strategic  approach  to  enhancing  organizational effectiveness by  improving  the  performance of individuals who work in the organization. 

Organizational productivity is measured in terms of outcomes and behaviors, according to predetermined standards set by the organization. Organizational productivity  outcomes  may  be  determined  on  personal, organizational,  environmental,  motivation,  skill  level, aptitudes,  or role  perceptions  factors.  Nassazi  (2013)  and Arinanye  (2015)  provided  four  examples  of  organizational productivity assessment  metrics  used in  organizations:  (1) Productivity  which  is  the  amount  of  input  resources converted  into  goods  and  services.  (2)  Efficiency and effectiveness  which  is  the  capacity of producing  outcomes with  minimal  resources  in  order  to  achieve  particular objectives.  (3)  Quality  which  is  a  distinctive  trait  of  a product  or  service  that  fulfills  a  need.  (4)  Profitability which is  the  capability  to consistently  earn profit  during  a time period.

Organizational productivity  evaluation  is  an important  element in enhancing  the quality of work (Shaout&Yousif, 2014). It  is  one  of  the  most  applied  techniques  organizational leaders use in the workplace (Long, Kowang,  Ismail,  &Rasid, 2013). According to Kirovska and Qoku (2014), it is a formal, structured system of assessing the characteristics of employee behavior in regards to outcomes. It is a process  that  examines  particular  performance  objectives over  a  period  of  time.

1.2Statement of the Problem

Training is currently in a state of crisis around the world mostly due to the harsh economic climate. This means that the lofty ideas about continuous learning and professional development of employees have to give way to concrete justification with convincing evidence that they will deliver   bottom-line   results   and   contribute to the achievement of organizational objectives (Kirkpatrick & Kirkpatrick, 2016).

It is conceived out of experience that most employees undergo training and yet fail to perform to the expected standards. Such employees and trained but when faced with the actual working situation, it turn up become low. There is also the problem of how to measure the outcome of the training programmes.

The  current  economic  challenges  and  crisis  in  the  training  world  can result in low-level productivity of employees. Some organizations incur many losses inform of wastage arising from mistakes made by workers who  lack  the  specific  skills  needed  to  perform  their  jobs  effectively.

1.3Objective of the Study

The main objective of the study is to examined the relationship between employee training and organizational productivity. The specific objectives are as follows;

i.          To examine the relationship between apprenticeship and organizational productivity in UBA Plc Port Harcourt.

ii.         To examine the relationship between induction/orientation and organizational productivity in UBA Plc Port Harcourt.

iii.        To examine the relationship between internship and organizational productivity in UBA Plc Port Harcourt.

1.4Research Questions

            The following research questions are posed to guide the study:

i.          Does apprenticeship influence organizational productivity in UBA Plc Port Harcourt?

ii.         To what extent does induction/orientation influence organizational productivity in UBA Plc Port Harcourt?

iii.        Does internship associate with organizational productivity in UBA Plc Port Harcourt?

1.5Significance of the Study

The outcome of this study will be of immense benefit to a wide range of people. First, to the government and public policy makers, this study will help them appreciate the strategic importance of training and policies that can fast-track job performance for business to serve, hence, promote friendly investment climate which is an impetus for increased foreign direct investment.

The academicians will benefit because it will widen their horizon of knowledge regarding the motivating factors behind total quality management as the strategy of effective productivity.

This study is a complex, multidimensional one. It will add to the existing stock of knowledge in management and administrative science generally.

Thus, this study will be useful to other researchers especially students who want to know more about managerial controls and organizational efficiency. And performance would be adopted for decision-making at the co-operate level. Other managers and workers in general could fall back upon this work as a guide for better organizational efficiency.

1.6Scope of the Study

The study is delimited under the following headings: content scope, geographical scope and unit of analysis.

Content Scope: The content scope of this study involves on investigation to examine the relationship between employee training and job performance. The dependent variable is job performance measures by productivity, effectiveness and efficiency while independent variable is employee training measure by apprenticeship, introduction/orientation and internship.

Geographical Scope:This study is delimited in Rivers State with special reference to UBA Plc Port Harcourt.

Unit of Analysis: The unit of analysis in this research involves the selected staff at the time the study was carried out.

1.7 Limitations of the Study

In carrying out this research work, the researcher was constrained by lot of factors which include but not limited to the following:

The attitude of respondents toward the researcher’s questionnaire was limited, thus the study cover a small portion of the survey population.

The fund available to the researcher was also limited and therefore the study was limited to a small portion of the survey population.

Another limitation is the difficulty, encountered by the researcher in obtaining all needed information and materials from the right source and compilation of data for the project

1.8Definition of Terms

In order to possibly achieve the uniqueness of this work, the following variables are operationally defined as follows;

Training: Is the organization conscious effort to improve the skills of the workers or employees by providing him or her with additional knowledge for the purpose of getting a particular job done, or improve a given job.

Productivity: Is the ratio of output to input it refers to the volume of goods produced (output) from a given volume of service or resources (input).

Job Performance: Is the actual complete of the task assigned to an employee, is the level of the understanding of a student can be measured to the performance of the class teacher.

Apprenticeship: Is a system for training a new generation of practitioners of a trade or profession with on-the-job training and often some accompanying study.

Induction: Is the process of introducing a new employee to the company culture and processes with the aim of bringing them up to speed as quickly as possible as well as making them feel socially comfortable and aware of their professional responsibilities.

Internship: Is an opportunity offered by an employer to potential employees, called interns, to work at a firm for a fixed period of time.

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