Effect of Training and Human Capital Development on Staff Performance
CHAPTER ONE
OBJECTIVE OF THE STUDY
The objectives of the study are;
- To ascertain the effect of training and human capital development on organizational productivity
- To ascertain the effect of training and human capital development on staff work efficiency
- To ascertain the effect of training and human capital development on staff performance
CHAPTER TWO
REVIEW OF RELATED LITERATURE
Training and Development
This involves training and development of workforces and managers (Briscoe 1995: 83). Training and development are often used to close the gap between current performance and expected future performance. Training and development falls under HRD function which has been argued to be an important function of HRM (Weil & Woodall 2005). Amongst the functions activities of this function is the Identification of the needs for training and development and selecting methods and programmes suitable for these needs, plan how to implement them and finally evaluating their outcome results (McCourt & Eldridge 2003, 237. Guest (1987) argues that policies are necessary to ensure that employee performance is evaluated, which in turn ensures that the appropriate training and development take place. With the help of the performance appraisal reports and findings, the organization can be able to identify development needs. However, individuals themselves can help to indicate the areas requiring improvement as a result of the issues raised in the performance appraisal process and their career path needs.
Staffing
Staffing ensures that the right people are available at the right time in the right place. This involves identifying the nature of the job and implementing a recruitment and selection process to ensure a correct match within the organization. In other words, the function of staffing involves hiring the required people, selection amongst the available pool the persons most suitable for the job in question, and sometimes retrenching or firing.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
POPULATION OF THE STUDY
According to Udoyen (2019), a study population is a group of elements or individuals as the case may be, who share similar characteristics. These similar features can include location, gender, age, sex or specific interest. The emphasis on study population is that it constitutes of individuals or elements that are homogeneous in description.
This study was carried to examine effect of training and human capital development of staff performance. Dangote cement forms the population of the study.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
TEST OF HYPOTHESIS
H1: there is no effect of training and human capital development on organizational productivity
H2: there is no effect of training and human capital development on staff work efficiency
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain effect of training and human capital development on staff performance. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of assessing effect of training and human capital development on staff performance
Summary
This study was on effect of training and human capital development on staff performance. Three objectives were raised which included: To ascertain the effect of training and human capital development on organizational productivity, to ascertain the effect of training and human capital development on staff work efficiency and to ascertain the effect of training and human capital development on staff performance. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from Dangote cement. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
From the findings of the study, it can be concluded that, overall the human capital development had a significant impact on the organizational performance of the manufacturing firms. Specifically, talent development has significant relationship with organizational performance. By moving for the development of new a lot of time is saved by the managers for more efficient planning. The training & development activities have a significant positive relationship with organizational performance. Training has been seen to be a significant contributor to organizational performance and success. That notwithstanding, there are several ways in which such training may positively affect firm performance. One crucial likely effect is cost reduction and limiting the fixed costs related with sustaining training staffs. Knowledge management by firm has significant relationship with organizational performance; this shows that organization with adequate knowledge management techniques and equipment to have better performance than its competitors. Career development has a significant relationship with organizational performance thus the firms should continue to develop their staffs in the competitive industry which will go a long way to improve the organizational performance
Recommendation
More proactive performance management system should be adopted. Staff development should be monitored on a regular basis so as to know what strategies are to be adopted or not. Specific information for employee performance appraisal (information system) which is used yearly in the studied companies to assess employee performance should be done twice in a year to keep track of their performances. This assessment should provide a clear understanding of the differences between recent and expected performance, identify the causes of the performance discrepancies and develop action plans to improve performance of the employees through training and development programmes.
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